Connect with us

Features

“Unorthodox” tactics

Published

on

CONFESSIONS OF A GLOBAL GYPSY

Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

During my three years as the Director of Food & Beverage at the 500-room five-star hotel – Le Galadari Meridien in Colombo, I boldly tried out some “unorthodox” business tactics. I was learning, experimenting and fine-tuning a few concepts which helped me mid-career, especially after a couple of years when I became an international hotel General Manager. A few of these “unorthodox” methods failed or were rejected as unethical, but most worked well in improving our revenues, profits and team spirit. Here are a few examples:

BANQUET SPY

In late 1980s, seven, international branded hotels in Colombo (Le Meridien, Hilton, InterContinential, Ramada Renaissance, Holiday Inn, Oberoi and Taj) and three other properties with large banqueting facilities (Galle Face Hotel, Mount Lavinia Hotel and BMICH), competed for wedding business. They also competed for social, entertainment and corporate event business. On a normal day these ten properties hosted over 70 events and weddings.

With the opening of the Colombo Hilton in 1988, Le Galadari Meridien’s position as the leader in banquet business in Colombo was challenged. The culture in Colombo was to try the latest five-star hotel for up-market events. A key member of my management team – the Banquet Manager led the operational aspects of that department and sales related to the wedding business. A colleague of mine of the seven-member executive committee of the hotel, the Director of Sales led the hotels’ sales team to increase corporate banquet sales. We worked closely to ensure success, for the mutual benefit of our two divisions.

For success in the wedding business, the key was having the ‘personal touch’ with each wedding irrespective of the size of the reception. To handle four weddings a day was normal for our banquet staff, but it was often the most important day of the life of every bride, as well as for the groom and their families. We had to spend time with them, nurture relationships and look after details with empathy. We were able to achieve that to a great extent.

When it came to corporate events, we increased our attention to detail, public relations and customer service, but that was not enough. I told the key members of the banquet team and the sales team, that we needed to ‘think outside the box’ to continue our success in corporate banquet business. I was looking for new opportunities to do that.

Like all other major competitors in banquet business, Le Galadari Meridien had a large pool of casual banquet waiters, who were scheduled to work on a weekly basis, depending on the bookings. Having worked as a casual banquet waiter in top five five-star hotels in London just four years prior to that time, I appreciated that the training of all casual banquet waiters was essential. The Director of Human Resources, Training Manager, Banquet Manager and I attended the final selection interviews of all casual banquet waiters. After the selection, we trained them well and eventually hired the better ones to the permanent cadre.

One day, at an interview, I was impressed with an applicant for a casual banquet waiter position. This young man had only one-year part-time banqueting experience in a smaller five-star hotel. He was well groomed, spoke good English and did well at the interview. He also told the interview panel that as he was the proud owner of a second-hand motor cycle (which was a luxury for a young Lankan of 20 at then). Therefore, he would be able to come to work quickly from his home even during the hectic rush hour traffic. After hiring him, I noticed that this young man had a photographic memory. I asked him to meet me for a one-on-one meeting in my office.

I always believed in competitive intelligence. I was fascinated when reading a couple of books on how Japanese firms had forward-looking practices and produced knowledge about the competitive environment in order to improve organizational performance. It involves the systematic collection and analysis of information from multiple sources. In competition in any business, war or sport, it is essential to be engaged in competitive intelligence.

As done at Le Meridien, it was the normal practice at that time, for our nine competitors in the banquet business in Colombo, to display a prominent sign board listing details of each banquet event held on that day, in the lobby. The purpose of this sign board was to direct customers to different ballrooms and meeting rooms. That sign board was changed every night with details such as the host, the type of event, venue and time of each banquet booking for the next day.

When the newly recruited, part-time banquet waiter came to my office for our one-on-one meeting, he was nervous. I slowly explained my shrewd plan to him and he understood why I wanted him to visit each of the nine competitors every morning to gather information of all corporate and social events held that day. I arranged his overtime payment for four hours a day for that task, and also reimbursed the cost of gas for his motor cycle. When he returned, he worked serving at banquets for four hours a day. No one else knew about my private deal with him. It was a top-secret mission and he was my “spy”!

He dressed well for this work and spent maximum fifteen at each stop. He followed the same routine per competitor every morning – starting with a quick glance at the banquet sign board. Then he would lock himself in a public toilet in the lobby and record all of the details of each banquet on a small note pad. I cannot mention his name, as today he is a leading hotelier in Sri Lanka.

Around 12 noon every weekday, I would analyse the data collected by him. Through this initiative I had a very good understanding of the previous corporate banquet clients of our hotel now using competitor facilities, as well as new businesses and opportunities. I used this information to suggest to the sales team, whom to target in their sales calls and what to offer to increase our business. It worked well.

INTERNAL SALES

We mastered our external sales well for room and restaurant business, food festivals and stage shows that my team produced. Our promotional mix included regular sales calls, creative media advertisements, direct mail, innovative public relations and special sales promotions. In addition, I commenced focusing on our internal sales promotions by using lobby and elevator posters, food and wine displays as well as different gimmicks.

One day, I decided to introduce a competition to all service staff working in the ten food and beverage outlets at the hotel. The competition was aimed at increasing food sales as well as beverage sales. When I brain stormed with the Maître d’hôtel (restaurant managers), the team members managing the more expensive outlets with higher average checks were happy. A a few others felt that it would not be a fair competition, if I decided on the winners based on total sales volume.

At that point, I explained the criteria for the competition – teams were competing and not individual employees. Also, that the winners would be based on the greatest percentage improvement of average checks over the previous year, and not the total volume of revenue made. All agreed, and the competitive spirit we created exceeded all my targets and expectations.

I arranged for the Food and Beverage Analyst and the Food & Beverage Controller to provide a weekly leader analysis of the competition, during each weekly food and beverage team meetings. With the training department, I arranged special training on ‘up-selling’ food and beverage products. This initiative enhanced not only the revenue and profits, but also the team spirit. That year we increased average checks by 15%!

COMMUNICATION FLOW

Often in large units/hotels with 600/700 or more employees in several divisions and departments, the communication flow tends to slow down and at times, gets ‘lost in translation’. I always felt that once decisions were made by the executive committee and they identified who should be informed, the communication flow must be lightning fast and effective. The divisional heads should develop practical processes to ensure that condensed and interesting versions of the key messaging, flow seamlessly. Everything depended on the accuracy and the speed of information flow.

At Le Meridien the seven members of the executive committee (General Manager, Director of Rooms Division, Director of Food & Beverage, Financial Controller, Director of Human Resources, Director of Sales and Director of Engineering) had their weekly meeting every Tuesday at 4:00 pm. I did not want to send long memos to managers in my team without explaining key decisions made at the executive committee meeting. I wanted to do that face to face and as quickly as possible.

Therefore, I arranged for the weekly Food & Beverage Management meeting to be held every Wednesday morning. I would share all relevant information and decisions from the executive committee meeting, with my management team, promptly. I ensured that the meeting was short and the minutes were distributed, within an hour. By 3:00 pm each Wednesday, all 10 department heads in my division had a short, stand-up briefing with their operational teams. As a result, all 230 staff in my division were aware of key ‘must know’ information of the week within 24 hours.

One day, when the General Manager of the hotel had visited the coffee shop for a cup of coffee around 3:30 pm on a Wednesday, he was amazed how well informed the busboy who cleared his table was. This employee had mentioned that the staff were pleased about a corporate decision taken a day before that.

“How did you do that so fast, Chandi?”, the pleasantly surprised General Manager asked me. “That decision was made in Paris by the Le Meridien President on Tuesday morning, my boss, the VP – Asia sent me a fax about it on Tuesday afternoon from Singapore, and I informed you and the other EXCO members in Colombo about it less than 24 hours ago. Now a busboy in your coffee shop knows about that decision!” he added in a voice that blended happiness with amazement. He was very impressed.

CREATING THE ‘BUZZ’

In any business, a key for success is creating the ‘buzz’ through creative messaging to motivate and empower teams. When relevant people are treated well and communicated with effectively, they get excited about the organization, and they usually talk positively about products, services and people of the organization. That is simply a “win-win” situation.

At Le Meridien we did exactly that well, with our internal customer – the employees. Given the role played by a large number of top western musicians providing live music in three outlets, seven days a week, I treated them as members of our hotel family. As a result, the musicians acted as partners and ambassadors of the hotel among many of their fans. It was a simple formula.

We used the same concept of creating the ‘buzz’ in promoting every food festival, theme night and stage show we organized. Selling and public relations should never be limited to a small sales team, but to all of the staff as well as the associates such as other service providers (sponsors, suppliers and entertainers). As a result, we were always in the limelight and the ‘talk of the town’,

In addition to a host of younger artistes and bands who performed at the night club and the lobby bar at Le Meridien, we decided to do something different at our prime restaurant – La Palme D’or. I contracted a band led by a veteran musician who attracted an elite niche market. That band – Harold Seneviratne Combo was requested to provide music appropriate to a weekly theme night called: ‘Nostalgia ‘60’, which had to be extended by popular demand.

A GRAY LIE

In late 1980, there were no international, fast-food chains operating in Sri Lanka. As a result, some of the five-star hotels included items such as pizzas and hamburgers in the a la carte menus in the coffee shops. These relatively inexpensive dishes attracted attention and popularity, particularly in Colombo. With a view of riding that wave, I planned a month-long hamburger promotion at La Brasserie, hotel’s coffee shop. We wanted a creative advertising campaign.

The new General Manager of the hotel, Paul Finnegan told me, “I hear that our main competitor – Colombo Hilton is planning a similar Hamburger promotion in two months’ time. Can you organize this promotion sooner?” I agreed with him and placed it on a fast track. When he suggested that we should create a story that Le Meridien was planning to break a world record with the number of hamburgers we would serve during the month of April in 1989, I was not keen about lying about a world record.

“Come on, Chandi. It would be fun. Why don’t you use your creative mind to come up with something newsworthy, interesting and gives us a lot of publicity?” Paul motivated me to lie. I knew that ‘Gray lies’ were said to consist of lies that were ambiguous in nature or held the characteristics of a real lie yet, were still viewed as justifiable given the circumstance. With the blessings of my boss who was a chartered accountant, I worked on an interesting and ‘fun’ advertising campaign to promote ten special hamburger dishes created by our Executive Chef, Emile Castillo.

With input from Herman Gunasekera, the Managing Director of Creative Services Limited, who handed all advertisements for Le Galadari Meridien, we created a story line for the campaign. It claimed: “The Guinness Book of World Records lists 50,429 hamburgers sold during the month of July, 1986 at O’Malley’s Downtown Pub in Chicago, as the current world record. La Brasserie Coffee Shop of Le Galadari Meridien Hotel aims to break that world record during the month of April, 1989.”

To break that ‘fake’ world record, we had to serve over 1,681 hamburgers a day, which was an impossible target. However, I arranged a large black board prominently placed at the entrance to La Brasserie with a heading:

‘OUR PERFORMANCE SO FAR TO BREAK A WORLD RECORD IN HAMBURGER SALES…’

We had just three lines on the black board:

=World Record = 50,429 in a month

=Hamburgers served at La Brasserie so far in April =

=Balance number of Hamburgers we need to serve in April to break the world record =

I then gave ‘fake’ daily hamburger sales numbers to Christopher Ramsey, maître d’hôtel of La Brasserie. In an attempt, to sound real, I gave him different ‘fake’ numbers every day. His job was to enter those figures on the black board at the end of each day, irrespective of the actual numbers of hamburgers sold every day. This joke or the gimmick created so much ‘buzz’ and media publicity, we actually sold a large number of hamburgers. Based on the number I provided, we eventually surpassed the world record by a couple of dozens of hamburgers on April 30th. We received unprecedented publicity and we had to extend the hamburger promotion by another month! That was my last food promotion organized in Colombo.

By early May, 1989, I received a telephone call from one of my friends and school mates, Athula Senanayake. He had been promoted as the Food & Beverage Manager of Colombo Hilton, a few months prior to that. “Chandana, congratulations on your latest achievement! However, I am being given a hard time by my GM because of you. In front of all my colleagues, during the morning briefing today, he asked me when would I be able to break a world record!”, Athula told me in a frustrated voice. To his annoyance, I laughed out loud.

“Machan, don’t worry too much. We never broke a world record. It was all fake! A joke which resulted in lot of publicity.” I told my friend. After a long pause, Athula said angrily, ‘You lying bastard! Your bloody hamburger promotion resulted in a miserable month for me! Shame on you!”

FINAL ‘CONFESSIONS…’ ARTICLE
After one more article on Feb. 26, the concluding article of this
weekly column: ‘Confessions of a Global Gypsy’ will be published on Mar. 5 by the Sunday Island. Thank you for your readership over the last two years.



Continue Reading
Advertisement
Click to comment

Leave a Reply

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

Features

Universities, as centres of learning, must not be politicised

Published

on

Prof. Goonesekere at the launch of the G. L. Peiris Trust

“They must foster the abiding values of freedom of thought and expression, respect and tolerance for viewpoint difference …”

Address recently delivered by Professor Savitri Goonesekere,
former Vice-Chancellor and emeritus Professor of Law of the university of Colombo,
at the establishment of the Prof. G.L. Peiris Trust for Legal Education and Research.

Thank you, Professor Peiris, for inviting me to speak this evening at an event to announce the endowment that is being made to the University of Colombo and the Sri Lanka Law College as the G. L. Peiris Trust for Legal Education and Research.

You and I have walked the corridors of this beautiful building as Vice Chancellors of this university. The walls of the Senate Room carry our portraits, but do not reflect the experiences that we have had in that capacity. We worked in this institution and chaired Senates and Councils. These fora were places that gave us an opportunity to respect viewpoint differences that were shared in an environment of collegiate connectivity, often in challenging times, when violence in armed conflict was a lived experience for all Sri Lankans.

This is also an occasion to share with this audience a day in this building when you had to confront the horror of the assassination of your predecessor, Professor Stanley Wijesundere, just across from your office. This was summary justice by the then JVP for taking decisions in academic bodies of the university in medical education. I was at the time Dean of the Faculty of Humanities and Social Sciences at the Open University in Nawala. Yet we connected across Universities, supported each other to cope with those dark times. You, as Vice-Chancellor of this University, and my Vice-Chancellor, the late Professor Dayantha Wijesekere, collaborated to network and respond to violence against staff and students from non-state and state actors. University Teachers for Human Rights was born at this time with the support of both Vice-Chancellors.

Some years later, as I walked up the stairs of College House, on what I expected to be a routine day, a colleague ran down that staircase to say that a former student and cherished friend, Dr. Neelan Tiruchelvam, had just been assassinated. Devastated as I felt, I had no inhibitions in speaking later at his funeral, in what had been a political assassination. I did not have to ask for permission from the University Council to do so.

Today, freedom of thought and speech in academic institutions is being challenged in the United States and our own country in restrictive norms on governance of public institutions. These events of the past and that history are an eloquent reminder that Universities, as centres of learning, must not be politicised. Rather, they must foster the abiding values of freedom of thought and expression, respect and tolerance for viewpoint difference, and bring that voice to both University fora and the public domain. In those times, professors and law teachers did not have to explain to Vice-Chancellors and Deans why they expressed views within and outside Universities on issues of public concern.

Today is a day to also recall Professor Peiris’s own scholarship in the area of public law and particularly on freedom of speech and expression that preceded the dramatically different career path he chose to take. That scholarship will now be available to generations of law students, teachers and lawyers, as well as others, hopefully inspiring an understanding and reflection on fundamental legal principles and concepts that can contribute to the wellbeing and sustainable development of a nation.

The literature and your scholarship that will be shared through the G.L. Peiris Trust will also hopefully be a reminder that “one must know the law as it is, to comment on what it should be”. For your early scholarship is very much in the tradition of analytical positivism that you and I were immersed in as students of the one and only Law Department in Peradeniya and later in this university. We pulled what are called “all-nighters”, as students and teachers, reading in our rooms or in that wonderful library in Peradeniya, referring cases, statutes, Grotius and Voet, the jurists of Civil Law, and of course the great Common Law and Civil Law scholars like Ivor Jennings, H. L. A. Hart, and R.W. Lee.

Professor Peiris, as you all know, came into the University with a stellar record from that institution near the Indian Ocean, where, (as loyal Royalists would have it), scholar students were not the norm. Coming into a University with a scholar’s record does not necessarily translate to a stellar University career. Professor Peiris, with his prodigious capacity for academic work, clarity of thought and writing, thrived in that new learning and teaching environment. He made history in the Law Department, winning every scholarship awarded and graduating at that time with the much prized first-class honours degree. I myself was a young law teacher at the time, and recall that it was impossible to grade GL’s papers with any grade but an A. The length of those contributions, of course, required exhausting attention, and I think taught his teachers to learn how to read carefully. My young grandchildren cannot read a long email from me today without missing a lot of its content!

The G. L. Peiris Trust will provide readers with a rich range of literature on a phenomenal diversity of laws in this country, with comparative jurisprudence from Civil and Common Law countries. If the Rule of Law in a democracy is to be maintained and strengthened, we must reflect on the fact that analytical positivist scholarship is not irrelevant in our times. It is that University tradition that was nurtured in the early post-independence and post-colonial era in Sri Lanka and Civil and Common Law countries that created the foundation for the great later jurisprudence in our own courts and in India. This is especially evident in important areas of public law, including constitutional law and human rights. Justices like A. R. B. Amerasinghe and Mark Fernando and lawyers like Mr. H.L.de Silva and my late husband, R. K. W. Goonesekere, were all alumni connected to this University. Their contribution to jurisprudence and legal reform in this country was nurtured in halls of learning that recognised that we must learn the law as it is, to understand what it ought to be. Professor Peiris himself demonstrates that heritage in his later work on public law and in contributing with another distinguished alumnus, the late Neelan Tiruchelvam, to the draft Constitution of 2000. I hope that the G. L. Peiris Trust will also include papers relating to that work, the best draft Constitution to date, abandoned in what has now become the norm of adversarial politics.

The long overdue institutional connection between university academia and the Law College that is made through the G .L. Peiris Trust is welcome. The Principal of the Law College, Prasantha Lal de Alwis, PC, an alumnus of our Law Faculty, has given leadership in creating a new path that must benefit both institutions.

In my time, students and teachers did not connect outside the halls of learning in later life as Sirs/Madams in perpetuity. They became and interacted as colleagues. As a former teacher, colleague, and Vice-Chancellor of this University, thank you, GL, for this generous endowment. May it be a valued institutional legacy that will inspire commitment to, and understanding of, the Rule of Law in a country that will always be a Democracy.

Continue Reading

Features

The silent hunters: Why Sri Lanka’s spiders matter

Published

on

Genus - Plesiophrictus

By Ifham Nizam

They are everywhere, yet most of us hardly notice them. In the corner of a garden, beneath a leaf, across a paddy field, inside a forest or quietly occupying an old tree, spiders are constantly at work.

They may be tiny enough to escape the human eye or large enough to command attention, but beneath their often-misunderstood appearance lies an ecological workforce that performs one of nature’s most important jobs.

They hunt

And in doing so, spiders help keep insect populations under control, strengthen food webs and contribute to the delicate ecological balance upon which both natural ecosystems and agriculture depend.

For Sri Lanka, a country celebrated for its extraordinary biodiversity and high degree of endemism, the world of spiders is particularly fascinating. Yet it remains one of the lesser-known chapters of the island’s natural history.

Field biologist and researcher Dr. Ranil Nanayakkara has spent years helping to open that chapter.

His work on Sri Lanka’s spiders, including the spectacular tiger spiders of the genus Poecilotheria, has demonstrated that there is much more to these creatures than the fear and suspicion with which they are often regarded.

Nanayakkara has been involved in the description and documentation of several remarkable Sri Lankan tarantulas, including Poecilotheria rajaei and Poecilotheria srilankensis, as well as Chilobrachys jonitriantisvansickleae. His research has also taken him into the less-studied corners of Sri Lanka’s biodiversity.

His approach is significant because the story of Sri Lanka’s spiders is not simply a story about unusual or frightening creatures. It is a story about ecosystems.

Nature’s pest controllers

A spider sitting motionless in a web may appear inactive, but its ecological role can be anything but passive.

Spiders are predators, feeding predominantly on insects and other arthropods. Across an agricultural landscape, this makes them natural allies of farmers.

Moths, beetles, flies, grasshoppers, leafhoppers, planthoppers and many other insects become part of the prey base of different spider species.

Some spiders wait patiently in intricately constructed webs. Others actively hunt across leaves, vegetation and the soil surface. Jumping spiders stalk their prey with remarkable precision, while wolf spiders move across the ground rather than depending on webs to capture food.

Different species therefore occupy different ecological niches.

Together, they form an army of natural predators.

This is why the presence of spiders in a paddy field or vegetable plot should not automatically be interpreted as something undesirable. On the contrary, their presence may be an indication that a functioning predator community is at work.

Nanayakkara’s own publication, An Introduction to Common Spiders of Sri Lanka, was designed partly to introduce the public and research community to these frequently overlooked animals.

The book covers spider morphology, natural history and Sri Lankan spider families, while highlighting their importance as biological control agents and bioindicators.

The invisible service

There is an important ecological service taking place every day that does not appear on an agricultural balance sheet.

A spider catches an insect.

Then another.

And another.

Multiply that interaction by thousands of spiders across thousands of hectares and the ecological significance becomes enormous.

Unlike a pesticide, a spider does not need to be manufactured, transported, mixed or sprayed. It does not require a farmer to purchase another container or return to the field with a spray machine.

It simply performs its ecological role.

That does not mean spiders can replace all forms of pest management. Rather, they can form one component of integrated pest management, in which natural predators, parasites, cultural practices and carefully targeted interventions work together.

The objective should not necessarily be to create an agricultural landscape in which every insect disappears.

It should be to create one in which pest populations are kept below damaging levels through a functioning ecological system.

When pesticides kill the allies

This is where the story takes a darker turn.

Broad-spectrum insecticides are designed to kill insects, but the ecological world does not always recognise the distinction between a farmer’s target species and a beneficial predator.

When chemicals are applied indiscriminately, spiders and other predatory arthropods can also be affected.

The consequences can be surprisingly complex.

A pesticide application may reduce a crop pest rapidly. But if it simultaneously reduces the predators that feed on that pest, the field may lose part of its natural defence system.

As surviving pest populations recover, farmers may again reach for the sprayer.

The result can become a vicious circle: fewer natural predators, greater reliance on chemicals and repeated disruption of the ecological relationships that once helped regulate pest populations.

Pesticides can also move beyond the field through runoff, spray drift and other pathways, potentially affecting surrounding vegetation, wetlands and waterways.

The real cost of chemical-intensive agriculture, therefore, cannot always be measured simply by the price of a bottle of pesticide.

There can be an ecological cost that remains invisible.

A paddy field is more than a crop

Sri Lanka’s paddy fields are often viewed through the lens of production: acreage, yield, irrigation, fertiliser and harvest.

But look more closely and another world emerges.

Between the rice plants are insects. In the water are aquatic organisms. Along the bunds are grasses and other vegetation. Amphibians move through the landscape. Birds forage. Reptiles pass through.

Microorganisms work beneath the surface.

And somewhere among the vegetation, spiders wait.

The paddy field is therefore not simply a food-production unit. It is an ecosystem.

Field margins, bunds, grasses and neighbouring vegetation can provide shelter and alternative habitat for spiders and other beneficial organisms. Maintaining this ecological complexity can help predator populations persist and recolonise cultivated areas.

Poecilotheria sp.

Destroying those refuges or exposing them repeatedly to chemicals can simplify the ecosystem and weaken its natural resilience.

The spectacular world of tiger spiders

If ordinary garden spiders are largely invisible to the public, Sri Lanka’s tarantulas are impossible to ignore.

The genus Poecilotheria, commonly known as tiger spiders or ornamental tarantulas, includes some of the island’s most spectacular arachnids.

Their intricate patterns, extraordinary size and specialised lifestyles have made them subjects of scientific fascination.

Nanayakkara’s work brought international attention to this hidden world.

One of the best-known examples is Poecilotheria rajaei, a tarantula described from northern Sri Lanka after specimens were encountered during field surveys. The species was formally described in 2012 by Ranil Nanayakkara and co-authors.

The story illustrates something important about biodiversity research: discovery does not necessarily begin in a sophisticated laboratory.

Sometimes it begins in a forest.

Sometimes it begins with a local observation.

And sometimes it begins when a field researcher is willing to look closely at something that most people would rather avoid.

Another remarkable chapter came with Poecilotheria srilankensis, described from Belihuloya in 2019. The research documented another arboreal tarantula from Sri Lanka and added to understanding of the island’s highly distinctive Poecilotheria fauna.

Nanayakkara and his collaborators have also documented Chilobrachys jonitriantisvansickleae, a tarantula associated with a fragmented forest patch in Sri Lanka’s wet zone.

Poecilotheria smithi

These discoveries are not merely additions to a scientific list.

Each species raises questions.

Where does it live?

What does it eat?

How large is its population?

What habitat does it require?

How isolated are its populations?

What happens when its forest disappears?

The blue surprise in the forest

Perhaps nothing illustrates the richness of this hidden world better than the discovery of a striking blue tarantula in Sri Lanka’s rainforests.

The species, Chilobrachys jonitriantisvansickleae, was found in an isolated patch of southwestern rainforest surrounded by tea and rubber plantations. Its vivid blue colouring helped attract attention to an animal living in a highly fragmented landscape.

It is an important reminder that biodiversity does not always survive in vast wildernesses.

Sometimes it survives in small fragments.

And when a species is closely associated with a particular habitat, the destruction of even a relatively small area can have disproportionate consequences.

Beyond fear

One of Nanayakkara’s important contributions has been to make spiders accessible to people who may otherwise never look beyond their reputation.

His books, including An Introduction to Common Spiders of Sri Lanka and Poecilotheria – “Tiger Spiders” of Sri Lanka, have helped bring information about these animals to a wider audience. His Tiger Spiders of Sri Lanka focuses on the identification, habitats, behaviour and conservation of Poecilotheria.

The challenge is not simply scientific.

It is cultural.

For generations, spiders have often been associated with fear, danger and something that should immediately be killed.

But understanding changes attitudes.

Once a spider is seen as a predator rather than a pest, its role begins to look different.

Once a tarantula is understood as a specialised inhabitant of a particular forest habitat, destroying that habitat becomes a conservation issue rather than merely a matter of removing an unpleasant creature.

Small predators, enormous consequences

Spiders are also prey.

Birds, amphibians, reptiles and other animals depend on arthropods as part of their diets. Spiders consequently occupy several positions in food webs: they are predators of insects and, in turn, food for other animals.

Their disappearance can therefore create effects that travel through an ecosystem.

This is why biodiversity conservation cannot focus exclusively on elephants, leopards, birds or other charismatic wildlife.

The ecological machinery of a forest is also made up of creatures that are small, obscure and rarely photographed.

Some may never make the headlines.

But remove enough of them and the system changes.

A call to look closer

Sri Lanka still has much to learn about its spiders.

Taxonomy remains fundamental. Before conservationists can determine how a species is faring, they need to know what species exist, where they occur and how they differ from one another.

Field research is equally important because many species cannot be understood simply by examining specimens in collections.

Their habitats, behaviour, prey, reproduction and relationships with other organisms all matter.

Nanayakkara’s research illustrates the value of this patient field-based approach. His work has contributed to the documentation of Sri Lanka’s lesser-known biodiversity and to the scientific understanding of spiders that had previously received little attention.

But perhaps the larger lesson is even simpler.

Nature does not waste species.

The spider spinning a web beside a paddy field, the hunter moving through the undergrowth and the spectacular tarantula hidden in a forest tree are all pieces of a much larger ecological puzzle.

Protect the predators

Conserving spiders does not mean protecting every individual spider from every natural threat.

It means protecting the ecosystems that allow spider populations to survive.

It means reducing unnecessary pesticide use.

It means encouraging integrated pest management.

It means maintaining vegetation around agricultural fields, protecting forest fragments and conserving wetlands and streams.

It means giving farmers the knowledge to recognise that some of the creatures living among their crops are not enemies at all.

They are allies.

For Sri Lanka, there is another urgent reason to look more closely.

The island’s biodiversity is exceptional, but its habitats are increasingly fragmented and altered. The loss of specialised habitat can be particularly serious for species with narrow ecological requirements.

The work of researchers such as Dr. Ranil Nanayakkara reminds us that discovery and conservation are inseparable.

We cannot protect what we do not know.

And we cannot appreciate what we have never learned to see.

The next time a spider appears in a garden, on a paddy bund or quietly beneath a leaf, perhaps it deserves something more than a broom or a spray can.

It may be doing what nature designed it to do—hunting, regulating and maintaining balance.

For millions of years, spiders have been doing this work without asking for recognition.

Perhaps it is time we gave them some.

When we protect the predators, we protect the balance.

Continue Reading

Features

West Asian conflict undergoing manifold complications

Published

on

Captain Machchhar; heroism in the skies.

Israeli Prime Minister Benjamin Netanyahu’s message to Israel’s enemies was blunt and stark.‘We’re going to win; we have no choice.’ He said so while the majority of attendees at a recent UN General Assembly session walked out of the conference hall when the Israeli Prime Minister took the podium; many of them booing in derision.

Those commentators who have been studying Israel’s handling of her enemy states over the decades are unlikely to dismiss the entirety of Netanyahu’s address as rhetoric. The general pattern has been for the Israeli state to stand up firmly against its enemies in the battle field. On most occasions, these adversaries have been beaten back.

It is also little realized in particularly the Southern hemisphere that Israel, for the most part, could defend herself without much US assistance. The history of the conflict bears this out.

However, from the viewpoint of working towards a just and equitable peace in the Middle East the Israeli hard line stance has proved and will prove incalculably detrimental. The sworn enemies of Israel are not going to be in any way deterred by Netanyahu’s stark warnings. On the other hand, they would be only further provoked into taking on Israel by conventional or unconventional military means and seek its destruction.

The recent aborted mid-air hijacking of a Flydubai flight, consisting mainly of Israeli passengers, by an Omani extremist drives home the point. Israel’s enemies are bound to redouble their efforts to annihilate Israel rather than be deterred by the latter’s warnings about standing firm against them. This too history has proved.

It would be in the fitness of things at this juncture to pay a tribute to the professionalism, courage and humanity of the relevant airline pilot, Captain Machchhar, whose timely action proved decisive in botching the hijack attempt. His intervention averted what could very well have been another 9/11 type tragedy. History is not going to forget his daring and resourcefulness.

Meanwhile, the ground realities in West Asia are undergoing further complications that portend increasing regional instability. For example at the time of writing Turkiye, Pakistan and Saudi Arabia have agreed under the recently established ‘Mecca Alliance for Defence’ to deploy ‘deterrence measures’ collectively in the event of any member of the alliance coming under military strikes from a non-member state.

The agreement is modeled on the NATO collective defence pact and should help in defusing any threat perceptions experienced by the alliance members in the short term. However, the group would need to be cognizant of the major and potentially divisive role Iran could play in the interstate politics of the Middle East region going forward.

Iran’s reported support, for example, for Yemen’s Houthi rebels, who are engaged in attacking Saudi national assets, could at some point in time compel the alliance, under the terms of the pact, to initiate deterrent military measures against Iran.

The implications for regional peace from such a turn of events hardly require elaboration. A full blown regional war emerges as a distinct possibility if Iran sees itself as being excessively antagonized by the alliance. A further complication is that antagonistic sectarian identities of an Islamic kind could come to play hugely divisive roles in it. Shiite Islamic states would be inclined to back Iran while those countries seen as Sunni Islamic in orientation are bound to support Saudi Arabia.

Accordingly, West Asia is a region rife with manifold aggravated insecurities. If the latter are not defused dexterously they could escalate into a conflict of extra regional dimensions. The latter development would render the world a collective loser.

Unfortunately, no constructive help could be expected from the US at this juncture by way of working towards regional and international peace even of short durance. Its war against Iran has only aggravated the world’s current insecurities.

For example, the world has been compelled to face the possibility of compounded economic woes as a consequence of the Hormuz crisis remaining unresolved. The world is currently experiencing what could be seen as a ‘winter of economic discontent’ of unprecedented proportions.

Unfortunately, the international community is to all intents and purposes helpless in the face of this multifaceted crisis. Substantial intervention is expected of the UN but since it has failed to reform itself over the years it is compelled to stand idly by while the world’s insecurities heighten and multiply.

Yet, it is the seemingly paralyzed UN system that has some potential to contain the current tide of international disorder to even a small measure. Given the persisting divergent and conflicting interests among the world’s principal power blocs, the G7 and BRICS for instance, it is mainly the UN and its principal agencies that could carry some credibility as peace brokers and mediators.

However, as an initial step towards bringing the principal protagonists to the negotiating table the UN would need to convince the principal powers of the UN Security Council of the need for a substantive broad-basing of the membership of the Council so as to reflect more accurately the current global political and economic realities. Such reforms would render the Council more representative and help in strengthening its credibility and effectiveness.

The above reforms call for years of dynamism, hard work and resourcefulness on the part of the international community, read the UN. Yet the aims are not impossible to achieve if strong leadership is brought to bear by the UN.

Meanwhile, the UN agencies and allied organizations need to pay stepped-up attention to the West Asian theatre and its wasting conflicts and wars. Here too there is immense hard work to be put in.

There is, for instance, identity politics and its issues that need to be managed urgently. While internal political matters of countries could not be addressed directly by UN agencies, awareness-raising programs and projects could be energetically carried out by them to blunt the appeal of identity-based slogans, relating to, for instance, religion and race.

Besides, values at the heart of democratic politics need to be freshly and enthusiastically propagated. Vast reserves of energy and resources are needed, to be sure, to consistently champion and implement these crucial projects but they need to be pursued single-mindedly if even a dent is to be made in the current runaway global disorder.

The aborted hijacking of the Flydubai flight pointed to the dehumanizing impact of identity politics on the human consciousness. It was also an indication that those sections endowed with humanity cannot stand idly by while identity politics continues to destroy civilizational values. The time to act is ‘now’.

Continue Reading

Trending