Stakeholder Perception Management of the Crisis at the Samanalawewa Hydro Power Station of Ceylon Electricity Board

This case study is on the crisis that arose at the Samanalawewa Hydro Power Station (SWPS) of the Ceylon Electricity Board (CEB), Sri Lanka due to the massive water leakage that occurred at the right abutment of its dam in 1992 during the trial impoundment of the reservoir and the subsequent stakeholder perception management of the power station. It covers a period of 20 years commencing from 1992 and ending in 2012. The power station commenced its commercial operations in 1992 after its construction work was completed under the Samanalawewa Hydro Electric Power (SHEP) Project. Although various remedial steps were taken to arrest the leak, it continued with an average flow of 2.4 m3/s. The low sustainability of the project and risks associated with the massive leakage of water downstream created a poor public perception about the Samanalawewa Hydro Power Station. Together with the staff of the Samanalawewa Hydro Electric Power Project , the management of the Samanalawewa Hydro Power Station took steps to change the perception of its stakeholders. This case study covers the successful perception management related to the SWPS. ENGINEER, Vol. 48, No.04, pp. 59-68, 2015