SriLankan Airlines’ long overdue AGM

by Rajeewa Jayaweera-une 29, 2019, 12:00 pm 

The national carrier SriLankan Airlines (UL) held its long-delayed Fortieth Annual General Meeting (AGM) of the Share Holders on Tuesday, June 25 at the BMICH.

It was convened to receive and consider the Annual Report and Financial Statements for the financial year ending March 31, 2018.

As per Company Law, AGM should have been held on or before September 30, 2018. UL violated Sections 133 (1) and Section 167 of the Companies Act.

Since one more financial year had passed after the Annual Report for the fiscal year under review, it would be futile to delve deeply into the airline’s performance during 2017/18. Furthermore, the current Board of Directors, Chief Executive Officer, and Chief Commercial Officer were not involved in the airline’s operations during the said period.

The Company declared a loss of Rs 17,213.57 million for the year under review, a 40% improvement from a loss of Rs 28,929.99 million in 2016/17. Company Revenue increased by 19% to Rs 161,654.46 million from Rs 135,491.19 million while Expenditure increased by 20% to Rs 176,104.44 million from Rs 146,760.81 million. A reduction in losses despite a 42% increase in the Company’s fuel cost, which increased to Rs 47,037.86 million from previous year’s Rs 33,127.99 million is noteworthy. Currency losses in 2017/18 amounted to Rs 1,919.72 million, a 56% improvement in comparison to Rs 4,405.57 million in the previous year.

According to the Notice to Share Holders, the airline’s unaudited losses for period April to December 2018 amounts to Rs 44,310.64. When questioned, company officials attributed higher losses mainly due to the rising fuel costs and drastic depreciation of the Sri Lankan Rupee.

Considering the airline’s historically high Breakeven Load Factor (BLF), a shareholder questioned Directors how the airline hoped to attain profitability. BLF is the average percentage of seats and cargo space requiring to be sold on an average flight at current average fares for the airline’s revenue to break even with its operating expenses. Its 2017/18 BLF was 82%, and in 2016/17, 87%. Actual Load Factor during the two years had been 70% and 69% respectively. In comparison, BLF of Emirates Airlines had been 65.2% and 64.2% whereas Actual Load Factor reported was 67.2%, and 65% respectively. The carrier reported Operating Profits of AED 2.4 billion and AED 4.1 billion during the financial years 2017/18 and 2016/17.

Vipula Gunatilleka, the Chief Executive Officer (CEO), responding on behalf of the Directors attributed losses mainly to finance charges of accumulated debts, high aircraft lease costs, high fuel costs and currency losses.

Past debts are a fact of life due to the airline’s past sins for which the major shareholder (GoSL) is chiefly responsible. High aircraft lease costs resulted due to the involvement of the major shareholder in aircraft acquisitions, a task for which it was ill-prepared. High fuel charges apply to all airlines and are not limited to UL. Currency gains/losses are a fact of life and are uncontrollable.

The CEO briefed shareholders; the airline had negotiated a discounted fuel rate from Ceylon Petroleum Corporation from April 01, 2019. UL was also currently negotiating with GoSL for the waiver of Withholding Tax on aircraft lease payments. He expected these measures to mitigate some of the airline’s losses.

The AGM then degenerated from the sublime to the ridiculous with a few shareholders raising irrelevant issues and monopolizing the floor. The Chairman of the Shareholders Association and several others raised questions, namely; the Official Languages Act (AGM was being conducted in the English language as done since inception in 1979). Some responses were provided in Sinhala. The retiring of old Air Lanka logo (it happened in 1999). Requesting the Treasury to acquire shares given to staff in 1998 free of charge in return for a substantial payment. The number of free tickets given to shareholders every two years to be increased from three to four, and the granting of some such tickets on a confirmed basis (a facility not given by a single carrier worldwide). The airline’s Chairman had to be repeatedly reminded to switch on his microphone when responding. He failed to conduct the proceedings in a disciplined manner leading to the frustration of many other shareholders.

Eventually, with the necessary motions passed and closing of AGM, the Chairman called for the commencement of the Extra Ordinary General Meeting (EGM)

The EGM was convened by Directors based on their Report on the "Serious Loss of Capital" and to consider and if thought fit, to pass a resolution for the continuation of the Company’s operations as a going concern. This was necessary until the completion of the restructuring process based on the continued commitment of financial support by GoSL, the major shareholder.

Contents in the note received by shareholders were reiterated by the CEO. It stated, taking into consideration some key recommendations by international consultants, Management had prepared a comprehensive restructuring plan and approved by the Board of Directors. The plan includes Restructuring of route-network, Fleet-plan to suit the network, Cost/Expenditure control, HR requirements to implement the plan, and Restructuring debts. Other areas receiving attention was the conversion of CPC liabilities to medium term supplier credit facilities and the injection of cash by for debt repayment by the sale of minority stakes in profitable subsidiaries / strategic business units (Catering, Ground Handling, and Engineering). With the appointment of a CEO, other Chief Officers and strengthening of the management team, it was stated the Company expected to break even within three years in the event of the Restructuring Plan being implemented.

This writer, who is also a shareholder raised the following issues.

Q: Is a foreign Consultancy firm involved in the preparation of the Restructuring Plan?

CEO: No, it was an in-house initiative.

Q: The measures explained in the Restructuring Plan were very similar to those outlined in several previous Business and Restructuring Plans. Strategic Business Plan by former Chief Financial Officer SA Chandrasekera in 2010 at the cost of Rs 750,000, InterVista in 2011, Seabury in 2013 at the cost of USD 635,000, Skyworks and Nyras hired directly by the Treasury at the cost of GBP 2 million. The firm had filed a case in the UK for non-payment of invoices. Did Management consider recommendations from previous plans?

CEO: Was not aware of the contents of the previous plans; the latest plan did include some recommendations made by Nyras but denied any direct involvement of a foreign consultancy firm.

Q: When does the three years’ timeline to break even start?

CEO: April 01, 2019 and ending on March 31, 2022.

Q: What impact does the April 21 suicide bombings have on the Restructuring Plan?

CEO: Negative impact of USD 90 million on overall revenue. UL was working on specific measures to bridge the gap.

Q: In the new Restructuring Plan, what model does the airline hope to adopt, i.e., full-service long-haul carrier or Regional carriers

CEO: The airline intends to retain its premier routes such as London on a full-service basis. Many short haul routes would be operated with narrow-bodied aircraft without full service.

Q: Does the Restructuring Plan envisage the reduction of staff and aircraft?

CEO: UL was not overstaffed. Recruitment has been frozen. Political support would be required for staff reductions, a contentious issue in an election year. The decrease in aircraft was not addressed.

When pressed for an answer, the CEO admitted, the Restructuring Plan validated by the Board of Directors had not been approved by the major shareholder, GoSL yet. Meanwhile, measures not requiring GoSL approval were being implemented.

It is a possibility; the Restructuring Plan is currently being held up between the so-called Panel of Experts tasked with turning the airline and ‘experts’ in the cabinet of Ministers.

It need be stated, not even the most successful aviation team in the world will be able to bring UL out from its present predicament so long as there are factors beyond their control. This would be other than factors such as fuel prices and currency fluctuation faced by all airlines. A prerequisite for such a team to succeed is an independent Board of Directors devoid of the major shareholder’s ‘Yes’ men. Directors from the private sector must make decisions without fear of repercussions to their other business interests.

A Business Plan based on commercial considerations should not require approval by ‘Panels of Experts’, Steering Committees or even Committees on Economic Management packed with politicians.

Directors and a CEO dependent on ‘political support’ and ‘constraints during an election year’ to decide on an optimum number of aircraft and staff required, besides which routes to fly and which vanity routes to discontinue have little or no chance in hell of succeeding in turning the airline around.

A perennial complaint by both present and past Directors and top Management has been the high aircraft lease charges. The CEO lamented; lease charges for each of the seven new Airbus A330-300 aircraft amounted to USD 500,000 above market rates.

If lease charges are unaffordable, such planes need be disposed of. Nevertheless, no mention was made of retiring these highly priced long-haul aircraft necessary to operate so called Premium routes. One does wonder how breakeven would be achieved without addressing the issue of high aircraft lease charges.

Despite the CEO’s claim of UL not being overstaffed, its Man to Plane ratio of 270 staff to service each of its 26 aircraft indicates otherwise. Leaving out the mega carriers, Egypt Air has a ratio of 143 staff to maintain each of its 63 aircraft. Finnair has a ratio of 76 staff to service each of its 72 aircraft. Garuda Indonesia has a ratio of 56 staff to maintain each of its 140 aircraft.

Dissent was expressed by several shareholders during the EGM and afterward over the plan to divest Catering, Ground Handling, and Engineering, the strategic business units or cash cows of the airline into subsidiaries. When questioned, most could not provide meaningful justifications for their objections other than sentimental reasons.

What need be evaluated is the fact, once these business units are divested and Management handed over to investors, the airline will have to pay commercial rates for their services. UL has paid subsidized rates for its catering requirements in Colombo. Ground Handling and Engineering Services were available received in-house at cost. Divesting such services could result in GoSL having to increase its subsidy to the airline. If not, dividends from strategic business units will need to exceed what they charge the airline for services rendered.

Board Members were appointed in March, the CEO in July and the Chairman in December 2018. The next AGM for the presentation of Annual Report and Financial Statements for the financial year ending March 31, 2019, is due on or before September 30, 2019.

An insider, on condition of anonymity, stated the Company’s loss from Air Transportation for 2018/19 exceeded Rs 30 billion and Group Loss exceeded Rs 37 billion.

These are the early days. If this Chairman, Board of Directors, CEO and his team could make a difference is to be seen.

The CEO has promised to breakeven by March 31, 2022. The first assessment will be at the end of the financial year ending March 31, 2020.

Meanwhile, let us wish the entire team at the national carrier success in their endeavors to attain profitability.

This article was sent to CEO Vipula Gunatilleka for comments relating to his presentation. A minor correction requested was accommodated.

SLPP’s ‘candidate war’ claims first victim

Welgama booted as Badulla District organiser for opposing Gota candidacy

Kalutara MP claims he told Basil he won’t support SLPP if Gota is 2019 candidate

 

30 June, 2019

UPFA stalwart and Kalutara District Lawmaker Kumar Welgama fell victim to the ‘candidate wars’ within the recently founded Sri Lanka Podujana Peramuna (SLPP) yesterday, for being overly critical of former Defence Secretary Gotabaya Rajapkasa’s plans to run for presidential office.

At the SLPP District Coordination Committee meeting held in Badulla yesterday, a motion was submitted to remove Welgama from the Badulla District leadership, which was passed unanimously by local authority members representing the Uva Province.

Thenuka Vidanagamage, a Badulla District UPFA MP who chaired the meeting accused Welgama of shooting off personal opinions in public, which ran contrary to the views of the SLPP. Vidanagamage told Sunday Observer that the Kalutara District MP had worked tirelessly to secure victory for the SLPP at local council elections held in February 2018. “But now he propagates his own opinions which are dissimilar to the party views. For instance, he openly says, that he will not support Gotabaya Rajapaksa. In this context, we faced massive pressure at grassroots level to remove him from the district leadership,” MP Vidanagamage told the Sunday Observer yesterday.

The motion to remove Welgama was submitted by SLPP members of the Hali-Ela and Bandarawela Pradeshiya Sabhas. The motion was seconded by SLPP members of the Badulla Municipal Council. Vidanagamage was named as Welgama’s replacement.
                                                   
Speaking to the Sunday Observer, Welgama scoffed at his ‘sacking’ saying he had never been formally appointed district leader for Badulla since he is not a SLPP member.

The Kalutara District Lawmaker said that he had assisted the SLPP during the local council polls last year, because Badulla district politicians Nimal Siripala De Silva and Dilan Perera had thrown their weight behind President Maithripala Sirisena. “I decided to help Mahinda Rajapaksa and took on the responsibility,” he said in an interview.

Welgama added that he had told Basil Rajapaksa last week that he would not undertake SLPP organizing work, if the party was planning to field Gotabaya Rajapaksa as its presidential hopeful in 2019.

For months now, Kumar Welgama, who is seen as a staunch loyalist of former President Mahinda Rajapaksa, has fiercely criticised Gotabaya Rajapaksa’s plans to contest the presidency. He has repeatedly and publicly claimed that Sri Lanka did not need a ‘Hitler’ or a ‘dictator’ and insisted that his party should support a democratically inclined politician to be its candidate in the 2019 elections.

Welgama was also publicly critical of the unconstitutional power grab attempted by the Rajapaksa faction in October 2018. At the time, the Kalutara District MP criticised the decision by the Joint Opposition faction to grab power illegally, claiming that the moves had seriously eroded the SLPP’s political momentum since the February 2018 local polls.

Last week, Welgama also attended a religious function held at the SLFP headquarters which was held under the patronage of President Maithripala Sirisena.

In a motion to dismiss a civil lawsuit brought by Ahimsa Wickrematunge in California, accusing Gotabaya Rajapaksa of authorising and instigating the extra judicial killing of her father and renowned journalist Lasantha Wickrematunge, Rajapaksa’s lawyers claim the former defence secretary was ‘currently running for president’ in Sri Lanka.

The SLPP is yet to name its presidential candidate, with members of the Rajapaksa family still divided about the nomination.

Over the weekend, SLPP frontliner and party organiser Basil Rajapaksa refuted claims that he had declared Gotabaya Rajapaksa as candidate, claiming he had been misquoted in the media.

“The SLPP has not yet decided on its candidate, but a decision will be made next months and the nomination will be revealed to coalition partners and civil society organisations for approval,” Basil Rajapaksa clarified in press reports during the weekend.

It remains to be seen which Rajapaksa family member will ultimately be entrusted with the SLPP presidential candidacy.

Former Speaker Chamal Rajapaksa, ex-Defence Secretary Gotabaya Rajapaksa, former Economic Development Minister Basil Rajapaksa and even former first lady Shiranthi Rajapaksa are reportedly being considered for the nomination.

Exclusive: Sri Lanka: Buddha’s Middle-Finger Mudra Unveiled In Kottawa

2019-06-30

The symbolic gestures (Mudras) through the iconography of Buddha image to evoke particular ideas during Buddhist meditation or rituals. In Indian sculptural art, images are the symbolic representations of divinity whose origin and end is expressed through religious and spiritual beliefs.

 

Buts some of sculpts in Sri Lanka applied new Mudras to create bad impressions on Buddhism. Such a statute with a new mudra was unveiled recently in the inaugurated Multimodal Center Makumbura, Kottawa. 

 

In this, one sculpt has created Buddha’s middle-finger mudra for the first time in the history and giant statue with fiddle-finder Mudra has placed on the upper floor of the Multimodal Center.

 

Unfortunately, politicians who were bragged about their knowledge of Buddhism were involved in this project also haven’t noticed what went wrong there.

 

Buddha in general means 'Awakened One'. That is someone who has awakened from the sleep of ignorance and sees things as they really are. He is a person who knows everything about past, present and future, directly and simultaneously. He is completely free from all faults and mental obstructions. No doubt his methods of teachings, construction of divine images, subsequent meditation, worship etc. gave mental peace to the human being.

Is your brand fit?

• What personal transformation taught me about brand transformations

 Monday, 1 July 2019

I went through a personal transformation. I lost 18 kgs, reduced six inches on my waist and went from looking chubby and well-built to lean and mean. People noticed. I got good comments. And overall I felt energised and pumped up.

The entire process took time. It involved intensive research, expert opinions, goal setting, meticulous planning, committed execution, constant monitoring, a disciplined lifestyle and huge sacrifices over a significant period of time.

As a professional involved in building brands, I couldn’t but help notice that brand transformations and personal transformations are both similar in many ways.

First clear similarity – there are no shortcuts to weight loss neither is there one for brand building. One can’t continue having the same diet that includes every fattening yet tasty food and expect to lose weight. Likewise for brands you can’t continue to try to get everyone to buy into your proposition. You need to make choices on who is most likely to consume your message and focus on that target with the most compelling proposition. In both cases you can’t have your cake and eat it too.

For my diet I did extensive primary and secondary research. Spoke to people who dieted and looked at various diet ideas available on the internet. Based on a large amount of available information I picked the things I needed to do for myself to lose weight.

The diet that I chose for myself is uniquely mine. Based on my tastes, my daily food habits and things that will be sustainable for me. For brands too an extensive study of consumer needs – both primary and secondary is required before we pick and choose what we need to do for our brand.

Each brand is unique. There are no packaged solutions. You have to tailor the value proposition for each brand based on the unique circumstances surrounding the brand at that particular point in time. And consumer needs. No one diet fits all. There is no prescribed solution for brand transformations either

I consulted experts to understand the numbers. The calories I need to restrict to and the BMR I need to maintain to keep losing weight. My dietician’s advice was critical in giving a scientific context to my plans and helped me get really informed about what happens with my food – what goes into the waist and which food aids muscle development.

Discussing and getting expert advice on numbers – size of opportunity, what market share/sales growth one must realistically target are all great ways to add science to the brand building exercise. Senior partners in your ad agency, research partners and members on your board or advisors with marketing backgrounds can be great people to seek tips from.

I was looking for a sustainable weight loss program. All information I looked at said lose weight slowly and steadily. Build your new body so that the weight loss regimen becomes an entrenched habit. All pointers show that a slow steady approach results in much lesser chance of one regaining the weight.

A crash diet is just that – one that crashes off in no time. Brand building also needs you to adopt a slow consistent regimen where you build new daily regular habits related to measuring equity and staying the course irrespective of short term hiccups. Set goals that are achievable and go after them. A crash diet will crash your brand as it does the diet.

My daily diet chart was critical to my transformation success. So too my regular exercise schedule. I planned it meticulously. It was interesting. The diet was varied and nutritious. Yet there was little junk or empty calories in my daily diet.

My exercise schedule was purposeful and stimulating, targeted at building muscle, losing fat and creating flexibility. Your media mix for brand communications needs to be that. Interesting, varied and without any wastages or unnecessary spill overs. Target your consumer with a big idea, and make sure he gets it full blast as many times as needed.

Another cog in the transformation wheel was my regular monitoring of my progress. Body weight, waist to hip ratios and total fat percentages were monitored weekly. On weeks that they were showing progress, I would continue with my diet mix. On weeks they plateaued I would jump start my system with a different tactic to induce fat loss.

I have detailed trend maps of my slow but steady downward progression of my weight and fat percentages. Constant monitoring gave me confidence that the regimen is working and further motivated me to stay the course.

Brand transformations too need regular monitoring. Brand equity parameters, primary and secondary sales, market share data and GRP numbers are all your brand health trends that one needs to be abreast of. The weeks and months they show progress it gives you confidence. Sometimes you need to jump start if the plateau is constant or it’s tapering or moving downwards too rapidly. A GRP boost or a review of tactics may help to regain momentum and get you back on track towards consistent progress.

A personal transformation program needs a disciplined approach. I had clear time bands when I ate my meals- breakfast lunch tea and a very early light dinner. I planned each meal and knew broadly what each aspect included – nutritious stuff – fruit, veggies, nuts, dairy and salads. I knew what I am going to consume at what point in the day. And I did it without fail every day. Come what may.

Brands need a disciplined approach in its connections with the consumer journey too. How am I going to appeal to consumer and the role of my brand communication at each point in the consumer journey – at stage of awareness creation to the ultimate point of purchase needs to be thought through and detailed and executed meticulously. Day after day the consumer must connect with various facets of the brand in the context of his own journey to the final purchase.

Then finally came the sacrifices – I eschewed all forms of alcohol and non-vegetarian food. And I am exceedingly sparing in my consumption of rice or wheat and any form of sweets in my daily diet. I cheat with an occasional meal of rice or rotis accompanied with sweet desserts but no more than two or three meals in a week. These sacrifices were very important to ensure a calorie reduced diet which allows for the excess fat to burn resulting in weight loss.

Brands too need to sacrifice – temptation of appealing with constant promotions that get you spikes of sales (akin to spikes of energy with sugar) but just like sugar these are empty calories not aiding in creating the sustainable brand loyalty needed for long-term value creation needed for healthy brands.

Sacrificing the need to fatten your quarterly sales numbers may help your brand stay lean and mean in the long run. In diets awareness of emotional eating is a significant cause of disruption of a great fitness plan. In building brand fitness, yielding to emotions and resorting to promotions is sure fire way of disrupting a great brand plan

After 18 months of this rigor I achieved my target. So does it end here? Do I stop? Most certainly not. Now I reassess. I set new goals. Build on my strengths. Continue the good habit of staying fit and healthy. Keep motivating myself by enjoying the attention and admiration.

Ultimately I am now mastering the process that involves assessment, goal setting, planning executing monitoring and then finally achieving my personal transformation ambitions. And it’s the same with the brands – it’s a process one needs to internalise as brand custodians – of assessment, goal setting and finally achieving your ambition. Till you set new bigger better ambitions. The sky is the limit. And it’s up to you where you want your brand to be? And completely up to you how you do it.

(The writer is a brand specialist and could be reached via email at santosh@kl.lk)

Over-worked & under-funded

Animal rescuers pushed to their limits

1 July 2019 

 Lanka has a street animal crisis. You can’t blame the dogs and cats for it; they only live on the road because humans had a hand in putting them there, directly or indirectly.  We’ve all seen boxes of puppies and kittens left at temple gates, but even adult animals that have been cared for in their entire lives aren’t immune from being dumped. The reasons are varied - the animal is injured, the family is moving house, a baby is coming.   Pedigree dogs that have breed-specific medical conditions due to irresponsible backyard breeding are thrown out rather than pay for treatment. Even the mothers of these pedigree dogs can be left on the road after continual pregnancies because their bodies’ can’t produce enough puppies anymore. 
Whatever the reason is, domestic animals in Sri Lanka have become disposable and the reality is that if you dump a dog or cat, you are condemning them to sickness, injury and potential death. 

One thing these animals will also have in common?  They aren’t sterilised. 

Picture this - female cats can breed three times a year and have an average of four kittens per litter. Dogs can breed twice a year with litters of six to ten. In just seven years, one unsterilized female cat and her offspring can produce 420,000 kittens; one unsterilized female dog and her offspring can produce 97,000 puppies. 

That’s a lot of animals born into suffering.

There are currently no figures on how many stray animals there are in Sri Lanka, but it’s enough to keep animal rescuers struggling to meet the demand from the public.
Many rescuers aren’t part of a large, well-funded, organisation (but even they are pushed to capacity) but regular individuals who rescue animals in their own homes and are most often juggling the regular job they need to finance their rescue work. 
There is public perception surrounding animal rescuers that they must have unlimited time, money and resources - that animal rescue “is their job” and they are solely responsible for the well-being of every animal that needs help.   Because of this expectation from the public, many rescuers are faced with abuse when they are unable to collect an animal, as well as a barrage of online criticism.

Samantha Green is the CEO of Dogstar Foundation in Negombo and has seen first-hand the issues animal rescuers face when contacted by the public.  “What these groups don’t need are guilt trips or being told dogs are dying because they can’t respond. Dogs are not dying because the groups are not responding, they are dying due to poor or no ownership/guardianship, they are dying because people don’t sterilise their dogs and dump unwanted puppies”.  
It’s a sentiment shared by all the rescuers that the Daily Mirror spoke to – that it’s the lack of responsibility for animals living amongst communities, especially in regards to sterilisation, that produce the never-ending mass of animals that are sick, injured or abandoned. 
Shilpa, who runs her own small business, and currently cares for six dogs and 11 cats in her home, as well as eight cats and two dogs outside, advised us that “Very few dogs here are now stray dogs; most of the dogs are community dogs. If you look around a certain radius you can find out where the dog goes for breakfast, where he sleeps, where he goes to get his dinner”.
All the rescuers agreed that its these communities that need to change their mindset that rescuing and caring for stray animals is the responsibility of other people and that a willingness to help one or two animals, instead of calling and waiting for someone else is needed, because sometimes, rescuers just aren’t able to come, and the reasons may surprise you.

• The rescuer is physically unable to collect the animals as they are at work, or it’s the middle of the night and there are no safe transport options.  Buses and most tuk-tuks will not allow animals; it’s also dangerous to transport animals with spinal injuries in anything other than a car. Sadly, some days there just isn’t any money to pay for petrol or the tuk-tuk fare. 
• Not enough funds for veterinary treatment - Most rescuers already have huge credit bills (even running into the millions) with their regular vet clinics and these clinics may refuse treatment without some kind of payment.  
• There’s no room to keep the recovering animal. Once an animal is released from the vet, if needs to be in a place where it can be given round the clock care, especially with food/water, administering medication and changing surgical dressings. Those who work full-time jobs are not able to provide consistent care for recovering animals and the shelters, sanctuaries, private boarding kennels, vet’s kennels and foster homes are all overcrowded. 
• By far the biggest issue though is finding a permanent home for all the animals that are unsuitable to be put back on the street. While there are plenty of people looking to add a pet to their family, there is a belief that buying a purebred puppy or kitten is somehow “better” and because of this, many sweet natured, smart and adoptable animals, with an equal capacity for love and loyalty, are overlooked.

What can you do if you find an animal in distress?

Rescuers have a theory that the reason people avoid helping is that they are worried that they will then become responsible for the on-going care of that particular animal for the rest of their lives.
But that’s not the case. Rescuers understand that many people are unable to have animals in their homes and there are other ways the public can assist to increase the likelihood of the animal surviving.
When you first come across an animal in distress, imagine them as your own pet.  What would you do first?  If the animal is stuck up a tree, you could find someone that has a ladder.  If there’s nothing you feel you can do, then call a rescue group and let them know the situation. They will be able to talk you through simple things you can do, to begin with, such as getting them off the road safely.  If you have access to transport, you could offer to take the animal to the vet on behalf of the rescuer.
Depending on your personal situation, you might be in the position to give financial aid towards vet bills and medication. If that’s not possible, even donations of food, milk, blankets or old newspapers can be helpful. 
If you are home during the day, you could offer to take care of a recovering animal and/or foster the animal until a permanent home is found for them.
One of the best things people can do is speak to the people in their communities and encourage them to get the dogs in their area sterilised, a service most animal rescuers will provide for free if they have the funding that month. 

Animal rescue and mental health

Due to the high-stress nature of the job, animal rescue workers are susceptible to a condition called “compassion fatigue or STSD (secondary traumatic stress disorder), which can manifest in people who are exposed to the suffering and trauma of others, including animals. Symptoms of compassion fatigue can include depression, insomnia, fatigue, grief, feelings of guilt, anxiety, and even suicidal thoughts.  
Manoja advised “Last week I had a mother cat with four kittens that were left on the road in a box. Then another two kittens were dumped so I put them all together but all the kittens died. If I had money to give them a vaccine early I would have been able to save them. It’s very distressing - when you don’t have any money”.
One rescuer, who prefers to remain anonymous, said “There are days I have felt very down because I have no help or funds. I couldn’t afford better vet care or the dog has gotten run over and died by the time I find help or find a forever home for that dog.  There are days I have been very sad. I really wish I could help so many. When an animal gets run over, mistreated or abused, it really gets to me, it breaks my heart”.

Lack of regulations across all areas of animal care in Sri Lanka

While local groups and individuals are sometimes lucky enough to find donors to make a regular contribution for things such as food or a certain amount of sterilisations each month, the reality is that many rescuers will commit to helping more animals than they have the money for as they feel like they are unable to 
say no.
When this happens, rescuers find themselves appealing for donations from the public on a case by case basis which doesn’t have a high success rate.  
One of the reasons people are unlikely to donate is lack of confidence into where the funds will go – there is often suspicion amongst the public that money is used on the rescuer’s personal expenses, rather than going towards the animals.  What people don’t realise is that there are a lot of associated costs that go with each rescue and in the current situation; the people doing the actual rescuing don’t feel like they can ask for money for things such as transport or administration costs.
Dogstar is one of three animal welfare organisations that are registered as an NGO and therefore have to report to the Secretariat at the Ministry of Defence and Urban Development.  They have to produce independently audited accounts yearly; lodge an action plan a year in advance and submit quarterly progress reports.  They are legally bound by a memorandum of understanding to spend their donations only on their core objective, which is spay and neuter.   If they receive any general donations, only then can they use them for say, an emergency animal rescue.   

"Whatever the reason is, domestic animals in Sri Lanka have become disposable and the reality is that if you dump a dog or cat, you are condemning them to sickness, injury and potential death"

If government regulations existed in Sri Lanka that made it law for everyone involved in any type of animal care business to follow a legal framework such as what Dogstar has to do, it would not only give donors faith that their money wasn’t being misused, but give rescuers a way to allocate their funds effectively and to reduce some of the stress that comes with not having enough money to cover day to day operations. 
Shilpa is in favour of moving towards regulations as a way to minimise the emotional and financial stress that rescuing currently involves “When you apply for grants overseas, they give you an allocation and a certain amount of that money will be for administration, salaries and expenses.  It keeps us accountable and helps us keep track of what we are spending so we don’t have to scramble constantly.  Grants are pretty strict, if they say sterilise 50 animals, it can’t be 49 and it can’t be 51. We can say, this is how I work, this amount is what we generally spend on food, this is what medication generally costs and this is the number of animals I can take in”.

She also suggested that if proper legislation is written into the constitution countrywide which can’t be changed when the government changes; there will be a better way to manage and treat animals in the country.  
The answer to this would come in the form of the proposed Animal Welfare Bill, which is currently sitting with the Attorney General, and if approved, will then go to Cabinet for a vote.  Until then, the vital work of animal rescue will continue to be taken on by a small number of people who are putting everything they have into making a difference 
for the animals.
“We aren’t saying, we do all this work and feel sorry for us” stressed Shilpa, “we just need help”.

Rescuer Profile

Sahana is only 25 years old and has been rescuing strays as a child with her family for many years. She lives with her family and looks after 8 dogs and 2 cats, 
all of which are adopted rescuees. She took oaths as an attorney-at-law last year and despite earning a basic minimum salary, funds most of her rescue work on her own. 
She attends to her animal rescue work every evening after her daily job and all day on weekends.

Work includes: Treating sick dogs and cats, feeding 30-35 stray dogs weekly, funding sterilisations, rescuing puppies and kittens and fostering them until they find a permanent home. If Sahana is unable to find a foster for an animal until they are adopted/treated, they have to be boarded which incurs heavy charges.  
 “My salary is usually over within a few weeks so then I end up using my savings or interest money in order to continue my rescue work. My bills are so high, so when I’m struggling I appeal for funds.  It’s not an easy task continuing rescue work especially when you are on your own and have no help whatsoever, I hardly go out now with friends or on trips so that I can save money for rescue work or be able to attend to a rescue.

Rescuer Profile

Manoja is a full-time animal rescuer and is supported by the small income her husband sends from abroad.  She currently has 22 adult dogs, 10 puppies and 25 cats in her care. At 9 years old Manoja’s family lived near a temple where people would leave their puppies and kittens.  Since then, she has been looking after other people’s dumped puppies and kittens. 
Work includes Treating, caring for and re-homing puppies, as well as sterilisations and vaccinations. A typical day for Manoja begins with cleaning up all the waste from the animals.  She then feeds the puppies’ dry dog food and milk, as well as the cats. She then starts making a 7kg pot of rice for the first meal, with the assistance of another woman that comes to help around 10 am. If she has a chance, she will clean the house but then the puppies will have to be fed again.  Manoja is only able to leave the house if her helper is there; who will also help Manoja feed the animals again before she leaves. 
“Most of the income I receive goes towards the animals - I have a few donors for sterilisations, vaccines and vet bills, and anything additional I fundraise on Facebook. My cost is around 200,000 a month to look after the animals including sterilisations. I have 23 dogs at Veyangoda and am paying a family to care for them there. Do people think rescuers are using the money to live a five-star lifestyle?  If someone wants to come and visit my house, I live in one room; the rest of the house is a pigsty!”

Windrush Scandal: Home Office ‘reckless’ and ‘defensive’, leaked review finds

Simon Israel-27 Jun 2019Senior Home Affairs Correspondent

The Home Office has been accused of being reckless and of failing in their legal duty to counter racial discrimination – by a Home Office commissioned review – into the Windrush scandal.

Channel 4 News has obtained damning extracts from a draft titled ‘Windrush Lessons Learned Review’ which reveals that “the department failed to monitor, or effectively evaluate, the effectiveness and impact of compliant environment measures.”

The review adds: “This appears particularly reckless considering the significant warnings that the Department was given about their potential consequences.”

The exclusive report also reveals numerous recommendations to right the wrongful detentions and deportations of some members of the Windrush generation.

In the draft review, led by Independent Advisor Wendy Williams – set up to establish what went wrong and how to prevent it happening again – she describes the culture in the Home Office as deaf, defensive, ignoring warnings and unwilling to learn from past mistakes – and writing of a “defensive culture that results in an unwillingness to learn from past mistakes”.

She writes: “Whilst everyone I spoke to, was rightly appalled by what happened, this was often juxtaposed with a self-justification, either in the form of it was unforeseen, unforeseeable and therefore unavoidable… or a failure on the part of individuals to prove their status.”

The review into the Windrush scandal focuses on the impact of Theresa May’s immigration laws in 2014 and 2016 that brought in measures intended to create a hostile environment for illegal immigrants. Six years ago her message was solely aimed at the growing clamour to get tougher on immigration.

But draft extracts from the review obtained by Channel 4 News claim that the implementation was flawed because “it failed to adequately consider the past… It failed to adequately consider the impact on people… It also failed to adequately mitigate equalities issues including the potential for discrimination, particularly in housing.”

The draft review also contains numerous recommendations including the suggestion that all Home Office staff need to be educated in the country’s colonial past.

Wendy Williams writes: “The Home Office should ensure that all its existing and new staff learn about the history of the UK and its relationship with the rest of the world including Britain’s colonial history…”

The draft review also proposes that government ministers should admit that they were wrong and provide an unqualified apology.

“Ministers/Department should admit that it was wrong and provide an unqualified apology…the sincerity of this apology will be judged by how far the Department demonstrates contrition…”

A Home Office spokesperson told Channel 4 News: “We do not comment on leaked documents.”

Boris Johnson ‘might never enter No 10’ if MPs withdraw support

Constitutional experts say new Tory leader could be blocked from becoming prime minister without a Commons majority
Boris Johnson during a Tory leadership hustings in Manchester. Photograph: Peter Byrne/PA

Michael Savage-Sun 30 Jun 2019 00.05 BST

Boris Johnson could be stopped from becoming prime minister even if he is elected as the new Conservative leader, two of Britain’s leading constitutional experts have said.

With Tory MPs threatening to withdraw support for the party under his stewardship, Johnson is warned that he could be prevented from ever entering Downing Street should it become clear he cannot command a majority in the House of Commons.

It is the latest sign of the parliamentary crisis that could face Johnson upon his election. It risks involving the Queen in politics and could pull Theresa May back into the Brexit impasse; as the incumbent prime minister, she will be key in recommending to the palace who should be called to form the next government.

Johnson’s legitimacy would be challenged if just a handful of Tory MPs declare that they could not support his administration, according to professors Robert Hazell and Meg Russell from the constitution unit at UCL, University of London. With May already struggling with a tiny working majority, two Tories – Dominic Grieve and Ken Clarke – have already indicated that they would not be able to support an administration that would leave the EU with no deal, which Johnson is willing to do.

The professors conclude Johnson would “not necessarily” become prime minister should he beat Jeremy Hunt and become Tory leader at the end of July. The cabinet manual, which covers changes in government, does not deal with the unusual circumstances that have been created in parliament by the Brexit dilemma.

“The key test is whether the Conservatives’ new leader is able to command the confidence of the House of Commons,” they write. “Whether the new Conservative party leader can command parliamentary confidence is clearly in some doubt given comments from Conservative MPs that they may not be able to support the new government. The government only has a majority of three, including the DUP, so only a very few rebels is enough for it to lose its majority.

“One possible scenario is that a group of Conservative MPs is so concerned about the winning candidate that they declare their withdrawal of support immediately the result of the leadership contest is known – ie, before the new PM is appointed. This would pose a serious dilemma for the Queen and those advising her, because it would not be clear that the new Conservative leader could command confidence.”

This would pose a serious dilemma for the Queen and those advising her

Professors Robert Hazell and Meg Russell

One senior Tory said it was simply a statement of reality that Johnson would struggle to form an administration. However, he predicted that Johnson would be allowed to do so at the end of July, but would be likely to face a no-confidence vote when MPs returned from summer recess. “It’s very probable that he will be able to set up an administration and the crunch in terms of his legitimacy won’t come until September,” he said.

In their analysis, Hazell and Russell conclude that the Queen could make the new Tory leader a “provisional appointment” as prime minister, conditional on him demonstrating he has the confidence of enough MPs. “Alternatively, Theresa May could remain in place and facilitate a process in parliament to demonstrate that the winning candidate – or indeed an alternative candidate – can win a confidence vote, before recommending that person to the Queen.”

It is currently unclear who an alternative candidate could be. Labour would not have the numbers to form a government, so some kind of unity-government figurehead could be an option. Many MPs on all sides now believe that the crisis will end in an autumn general election, either called by Johnson or forced upon him MPs unwilling to leave the EU with no deal..

Shoot protesters while they rest — Israel’s new rules

A protester in central Gaza during Great March of Return protests on 30 March 2019.Mahmoud KhattabAPA images

Maureen Clare Murphy - 28 June 2019

Shooting “key instigators” during unarmed protests in Gaza when they’re resting. Opening fire on teenagers attempting to make their way to pray in Jerusalem when they pose no danger.

This is the routine, unjustified and criminal use of live fire against Palestinians by Israeli occupation forces.

An Israeli military docuent states that snipers are permitted to shoot Palestinians who it determines to be “key instigators” or “key rioters” during Great March of Return protests in Gaza.

The military defines “key instigators” as individuals who “direct or order activities” during the protest, such as “tactical placement” and setting tires on fire.

“Key rioters” are defined as those whose behavior “provide the conditions for which mass breach or infiltration” into Israel from Gaza may occur.

The Israeli military document claims that snipers are permitted to “shoot a key instigator” as he “temporarily moves away from the crowd or rests before continuing his activity.” The document presents such actions as an example of “restraint” and suggests that such precautions reduce the risk of “hitting someone else.”

Israel justifies the use of deadly force against protesters by calling Great March of Return mobilizations – demonstrations in Gaza’s east and north perimeter held on a regular basis since early last year – a “mob” or “violent riot” which poses a threat to the military and its infrastructure or in some instances civilians.

It also states that the Gaza boundary “separates two parties to an armed conflict,” a contention refuted by a UN commission of inquiry which has found that the demonstrations are civilian in nature. Human rights groups say that mass protests along the boundary are a civilian matter of law enforcement governed by the framework of international human rights law.

One such human rights group, Adalah, is demanding that Israel prohibits its use of live fire against protesters.

The concept of “key instigators,” Adalah states, “is neither anchored in international law,” nor was it defined by authorities during hearings at the Israeli high court last year following petitions by rights groups challenging the military’s open-fire orders.

The court “fully adopted the Israeli military’s position” at the time, according to Adalah, ruling that the use of live fire may be permitted only when there is “immediate and imminent danger to Israeli forces or civilians.”

More than 200 Palestinians have been killed during Great March of Return protests, among them 44 children, and nearly 8,500 injured by live fire.

The independent human rights experts tapped by the UN to probe Israel’s use of force against the Great March of Return investigated all protest fatalities occurring between the launch of the demonstrations on 30 March 2018 through the end of that year.

The commission of inquiry noted only one incident on 14 May 2018 “that may have amounted to ‘direct participation in hostilities’” and another incident on 12 October that year “that may have constituted an ‘imminent threat to life or serious injury’ to Israeli security forces.”

In all other cases, the commission found, “the use of live ammunition by Israeli security forces against demonstrators was unlawful.”

Retroactive justification

Suhad Bishara, an attorney with Adalah, stated that the “key instigator” idea was “created retroactively in order to justify the shootings of people who posed no real and immediate danger to Israeli soldiers or civilians.”

She added that the military’s attempt to justify the use of live fire against unarmed demonstrators “results from a total disregard for human life.”

Israel’s disregard for Palestinian lives is not limited to Gaza and was exemplified in the recent killing of a teenage boy as he attempted to reach Jerusalem to pray at al-Aqsa mosque with his family on the last Friday of Ramadan.

During Ramadan Israel partly lifts restrictions that prevent Palestinians in the West Bank from freely accessing holy sites in Jerusalem. Even with restrictions partly lifted, Palestinians must travel through military checkpoints and males between the ages of 16 and 30 were banned from entering Jerusalem during Ramadan this year.

On 31 May, that ban caused Luai Ghaith to drop off his nephew and 15-year-old son Abdallah near Israel’s wall so that they could climb over it and meet their family members who permitted to cross through the checkpoint on the other side.

After Abdallah and his cousin climbed over barbed wire and reached a buffer path between the barbed wire and the wall, the cousin saw an Israeli Border Police officer.

“He jumped back over the [barbed] wire and shouted to Abdallah to flee. At that point, Border Police officers fired two 0.22-caliber bullets at Abdallah, one of which hit him in the chest,” according to B’Tselem, an Israeli human rights group.

“Abdallah managed to leap back over the concertina [wire] and run several meters away before collapsing.”

Luai Ghaith told B’Tselem that his son “was so excited to be going to pray at al-Aqsa on the last Friday of Ramadan. The Israeli police officer who shot him doesn’t know any of that.”

“No justification”

At the same location, around an hour before Abdallah was fatally wounded, Border Police officers shot and injured a 20-year-old Palestinian attempting to reach Jerusalem to pray.

“There can be no justification for this type of gunfire, with its predictably fatal consequences,” B’Tselem states. “It shows just how little the lives of Palestinians count in the eyes of both the officers in the field and the entire chain of command that allows such actions to take place.”

Neither Abdallah nor the man shot shortly before him posed any danger to the Border Police officers who fired at them, according to B’Tselem: “This is not a case of mortal danger, or in fact of any danger at all.”

No one will be held accountable for Abdallah’s death, nor will the family receive any compensation as Israel has “passed legislation conveniently barring Palestinians from any viable option of suing the state for damages.”

More than 70 Palestinians have died by Israeli fire so far this year.

“The fact that the predictable and deadly outcome of this egregious conduct is met by public indifference and that the conduct receives the full backing of all official bodies demonstrates just how little worth is accorded Palestinian lives,” according to B’Tselem.

Trump Should Scrap His Israeli-Palestinian Peace Plan and Focus on Gaza

The White House’s fantasy proposal is bound to fail.

Palestinians in Gaza City protest against the U.S.-sponsored Middle East economic conference in Bahrain on June 26. MOHAMMED ABED/AFP/GETTY IMAGES

BY HADY AMR, ILAN GOLDENBERG, NATAN SACHS- JUNE 28, 2019

Over the weekend, the White House released its multibillion-dollar plan for the Palestinian economy as part of President Donald Trump’s “deal of the century,” which his administration has billed as a broader program for Middle East peace. Jared Kushner—Trump’s son-in-law, senior advisor, and point person on Israeli-Palestinian issues—spent two days in Bahrain this week at a White House-led conference trying to generate international support for this approach.

The conference faced tremendous challenges: With the United States and Iran on the brink of a potential conflict, convening in Bahrain, which hosts a major U.S. naval base, cast the event in the shadow of U.S.-Iran tensions. No Palestinian government officials attended, and nearly all Palestinian businesspeople skipped the event as well because the Trump administration has alienated them. And the Israeli government was largely absorbed with a new round of elections set for September. The event did not seem to generate much interest in Trump’s plan or bring the sides even an inch closer to anything resembling a deal.

As for the plan itself, it outlines a constructive vision for a future Palestinian state but one that is detached from today’s realities. Israel still controls the economic life of the Palestinian territories, and little progress is possible without its support, yet remarkably the plan calls on Israel to do nothing at all to help the Trump team’s vision come into being.

If the Trump administration wants to help Palestinians and Israelis, it should shelve its fantasy plan, which the Palestinian leadership has already rejected, and instead focus on something much more tangible—addressing the ongoing Gaza-Israel conflict. Not only have thousands of people lost their lives in this conflict, including 280 Palestinians and two Israelis over the past year, but for many years, 2 million people have been trapped in a terrible humanitarian situation and residents of southern Israel have lived under the constant threat of rockets. This standoff seems intractable, but progress is possible—if Washington puts its considerable clout to work.

First, the United States needs to build the right international team, and, fortunately, one is available. The country should join existing efforts by Egypt and the Office of the U.N. Special Coordinator for the Middle East Peace Process, which together have negotiated with Israel, Hamas, and the West Bank-based Palestinian Authority (PA) and PLO to keep a lid on the situation in Gaza. By adding considerable U.S. leverage, this coalition could together address the short-term humanitarian and long-term political causes of the ongoing conflict and escape the senseless trap of recurring violence.
Second, the United States should work to address the dire humanitarian situation. Currently, Gaza’s unemployment rate is higher than just about any country on Earth at 52 percent, and per capita GDP is under $2,000—20 times lower than Israel’s.

Gaza’s economic solution starts with freedom of movement. No economy can function when it is cut off from the world. The United States should encourage Israel to reauthorize the entry of a few thousand Gaza residents to work in Israel—a proposal that is supported by the Israeli security establishment. This can be done safely—after all roughly 100,000 West Bank Palestinians work in Israel every day, and before the shutdown of Gaza, . Israeli intelligence services are capable of finding a few thousand people out of 2 million whom they do not consider a threat.

With 97 percent of Gaza’s drinking water unfit for human consumption, and the area facing a chronic electricity shortage, the United States and its partners can lead an effort to get more water and electricity into Gaza—purchased from Israel or Egypt. Trump should also restart funding he cut to the U.N. agency responsible for education services in Gaza for 250,000 children who would otherwise be in Hamas schools.

Third, the U.S.-Egypt-U.N. triumvirate should get the international community behind a long-term political plan for a three-way agreement between Israel, Hamas, and the PA and PLO. Past failed efforts have all focused on two separate agreements—a reconciliation between the PA and Hamas or a long-term cease-fire between Israel and Hamas. The separate tracks have repeatedly failed, in part, because without all three parties as part of the deal, one of them spoils it for the other two.

Hamas would agree to a long-term cease-fire with Israel and destruction of all tunnels into Israel in exchange for a loosening of the blockade, something both have been considering for some time. Hamas would reaffirm the PLO’s role as the leader of the Palestinian people in exchange for a say in the PLO’s decision-making process. And the PA would assume partial responsibility for governing Gaza, relieving Hamas of some of this burden in exchange for a foothold in Gaza after a decade of absence.

 

Such a deal could work for Israel, which would get the quiet its citizens seek, and could work for Hamas, which has no interest in being responsible for picking up the trash. It would be most difficult for the PA and PLO, which would fear being stuck with Gaza, responsible for its fate but sharing power with a hated rival. Israel and the international community would therefore have to incentivize the PA and PLO by offering a significant move on Israeli-Palestinian peace to signal that this is part of a broader effort that leads to a Palestinian state in Gaza and the West Bank.

The immediate humanitarian and economic measures we recommend are possible today and would make a huge difference. The political program is far more difficult, but by laying out the terms of a three-way Hamas-Israel-PA/PLO deal now, and building an international consensus around it, the United States could create a pathway toward resolution of the Gaza-Israel bloodshed and the Gaza-West Bank split.

A major U.S. effort on Gaza that can end the ongoing violence and save lives may not be a Nobel Peace Prize-winning endeavor, but it could make a much more meaningful difference toward peace than simply putting out another U.S. plan that is already doomed to failure.