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Interesting interludes while on State business in Europe and Taiwan & attempting to enter S’pore

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(Excerpted from the Merrill Fernando autobiography)

Infrequently, my preoccupation with my personal business was disrupted by unexpected but welcome interruptions, in the form of foreign travel opportunities on behalf of the Government. Once, then Secretary of Trade Ivan Samarawickrema, asked me whether I would travel to Europe as a delegate from Sri Lanka, to a conference on the European Common Market, hosted by the Dutch Government. I immediately agreed as I felt that it would be a useful opportunity, both as an educational exercise and as a possible opening for the development of new business.

During the trip, six of us from Sri Lanka, along with the other delegates from about 50 countries, took part in a boat excursion along the Rhine, starting from Holland and travelling through France, Austria, and Germany, back to Holland. Learning about the proposed scope and objectives of the European Common Market was very useful from a business point of view.

On the final night of the cruise, after the celebratory dinner, conference rapporteur Dr. J. Rijpma of Leiden University, invited me to propose a vote of thanks on behalf of the visiting delegates. It eventually turned out to be a riotous night, with some of the highly-lubricated delegates getting together much later, placing me on a blanket, and holding me out of the ship over the fast-flowing water of the Rhine! The blanket held despite my size and weight and I was hauled back safely on board.

In 1965, the UN had written to the Ceylon Chamber of Commerce, seeking the services of a tea specialist with knowledge of plantations, tea manufacture, and tea marketing, to advise the Taiwanese Government. Conrad Dias, then Secretary of the Chamber, contacted me and asked whether I could stay away from my business for a couple of months as, in his flattering view, there was no person better qualified for the assignment!

I agreed immediately as I looked upon the task as another invaluable learning experience for me personally, quite apart from the service I would render to both our Chamber and the Taiwanese Government. For the assignment I was paired with Alistair Williamson, a senior tea planter from the Uva District and, at that time, the Superintendent of Rookatenne Estate, Hali Ela, a large tea plantation in the Harrisons Agency.

The two of us traveled in Taiwan together, visiting tea plantations and factories, and were able to offer the industry there some useful and practical advice, some of which were implemented to their immediate benefit. Taiwan was best known then for the high quality ‘Oolong’ grades it used to manufacture. As for Black Tea, its general manufacturing policy was to make a largely-generic grade right across all plantations and then segregate it, depending on actual buyer requirements.

We showed them how to manufacture a Ceylon type Black Tea. I offered a sample to my customers in UK and they responded with a quote of 32 pence per pound, a very decent price then. However, the Taiwan Joint Commission on Rural Reconstruction (JCRR), a State organ with wide-ranging authority over agricultural and plantation development in Taiwan, which was also monitoring our assignment, preferred to handle it on their own and retained the sample for themselves.

I was paid USD 2,000 for the trip and on my return journey, stopping off in Hong Kong, I bought a second-hand Ford Zodiac with the money and shipped it across to Sri Lanka. It gave me two years of very good service till I sold it.

Singapore Trading Center

Over the decades of my trading activities all over the world, I had developed many useful contacts, associates, and trading partners. Many of them also became my friends. Bill Bennet, who originally trained as a tea taster and blender at Heath and Co, Colombo, was one such. Returning to Australia later, he worked with his father in his family company, H. A. Bennet & Sons. The others were Mike Robinson and Leon van Leur in South Africa, Alex Supit in Indonesia, and Richard Marc of India.

I discussed with this group an idea I had for a long time, to set up a tea trading and supply center in Singapore. We were all in agreement that it was a concept with great potInteresting interludes while on State business in Europe and Taiwan & attempting to enter S’poreential. Our company, incorporated in 1979, was called ‘TECOF’.

Unfortunately, Ganendra Balasingham, the man we chose as the Operational Head was, in actual fact, quite unsuitable for the job. He was unable to make a success of it and about four years later we had to terminate the operation, by which time he had lost quite a bit of our money, including USD 25,000 from the business that I asked him to bank on my behalf. Subsequently, since he was unemployed, I recommended him to Heath & Co, which was then owned by my friend Ronnie de Mel’s daughter and son-in-law. Unsurprisingly, he was compelled to soon move out of that company as well.

Together, Bill Bennet, Alex Supit and his partner Don Zakir in Indonesia, and Leon van Leur did an excellent job of selling tea to the major blenders and packers of the two brands Joko’ and ‘Five Roses’. Though we lost money from the Singapore operation, we remained very good friends.

Business in Singapore – a second attempt

About 20 years ago, on a visit to Australia, I met an interesting man at the Crowne Plaza, Melbourne; Nasir S. Bamadhaj was a man of Indonesian origin, according to himself a confidante of General Suharto, then Prime Minister of Indonesia. He was a businessman, clearly with wide-ranging contacts in all aspects of trade in Singapore and South East Asia. He gave me a proposal for a Joint Venture company, for the distribution of Dilmah tea in Singapore initially and, later, for him to be an importer/distributor with exclusive rights to Dilmah.

However, as time progressed, we realized that whilst Nasir had excellent contacts in Singapore and was able to get Dilmah listed with all the main retailers in Singapore, despite his persuasive rhetoric, he had no experience in managing a marketing operation.

To cut a long story short, I eventually decided to withdraw from our engagement with Bamadhaj, as I realized that he was running in to financial difficulties, although I had assisted him several times. At that point he filed action against us in Singapore. Fortunately, when the matter came up for trial, we were able to disprove his allegations, as all the communications between us had been carefully archived by my office and were submitted to Court during the trial.

There was indisputable documentary proof of our bona fides in the matter. The presiding judge, having gone through the evidence, took special pains to point out to Bamadhaj how helpful we had been to him and ruled in our favour. I did not claim damages from him though, as, having vindicated my position, I saw no purpose in hurting the man.

Potential Business in China

In 2015, following a visit to Sri Lanka by a senior Chinese official to purchase Ceylon Tea, I was invited to China to discuss the possibility of a Joint Venture with a Chinese corporation.The interested party was Hunan Tea Group Company Ltd. of Changsha, Hunan. Responding to the invitation, I visited Beijing where I met several senior Government officers. They submitted a plan for a Joint Venture in any tea-growing province in China.

Once the initial discussions in Beijing were concluded, they assigned to me an official who accompanied me to Canton, where I had discussions with the chairman of the corporation. However, I was not convinced of the accuracy of the industry information given to me about their operation in Hunan, especially worker wages and related statistics, which seemed to me to be highly exaggerated, I got the clear impression that those responsible for the operation in the province would not welcome an outsider in to their territory.

The official who accompanied me understood the situation and, on our return from Canton, he conveyed his views to his seniors in Beijing. Subsequently I was invited to revisit as they obviously wanted to pursue the matter but I declined courteously.



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High Stakes in Pursuing corruption cases

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Kapila Chandrasena

The death of the most important suspect in the Sri Lankan Airlines Airbus deal has drawn intense public speculation. Kapila Chandrasena the former CEO of the heavily loss-making national airline was found dead under circumstances that the police are still investigating.

He had recently been arrested by the Commission to Investigate Allegations of Bribery or Corruption in connection with the controversial Airbus aircraft purchase agreement signed in 2013. Police investigations are continuing into the cause of death and whether or not he committed suicide. The unresolved death brings to light the high stakes involved in accountability efforts of this nature.

The uncertainty surrounding Chandrasena’s death has revived public memories of other mysterious deaths linked to corruption investigations and public scandals. Among them is the death of Rajeewa Jayaweera, a former SriLankan Airlines executive and outspoken critic of the Airbus transaction. He was following in the tradition of his father, the late foreign service officer and public servant Stanley Jayaweera who mentored the younger generation in good governance practices and formed the group “Avadhi Lanka” along with icons such as Prof Siri Hettige. Rajeewa had written a series of articles exposing irregularities in the deal before he was found dead near Independence Square in Colombo in 2020. The CCTV cameras in that high security area were turned off. Questions raised at that time whether or not he had committed suicide were not satisfactorily resolved.

The controversy about the cause of Chandrasena’s death is diverting attention away from the massive damage done to the country by the SriLankan Airlines deal itself. The value of the aircraft agreement was close to the size of the International Monetary Fund bailout package that Sri Lanka desperately needed by 2023 in order to stabilise the economy after bankruptcy. Sri Lanka’s IMF Extended Fund Facility amounted to about USD 3 billion spread over four years. The comparison shows the scale of the losses and liabilities that irresponsible and corrupt decisions have imposed on the country and which must never happen again.

Wider Pattern

The corruption linked to the Airbus transaction came fully into the open only because of investigations conducted outside Sri Lanka. In 2020 Airbus agreed to pay record penalties of more than EUR 3.6 billion to authorities in Britain, France and the United States to settle global corruption investigations. Sri Lanka was identified as one of the countries where bribes had allegedly been paid in order to secure contracts. The Airbus deal involved the purchase of six A330 aircraft and four A350 aircraft valued at approximately USD 2.3 billion. Investigations showed that Airbus paid bribes amounting to nearly USD 16 million in order to secure the contract. According to court submissions, at least part of this money amounting to USD 2 million was transferred through a shell company registered in Brunei and routed through Singapore bank accounts linked to the late airline CEO and his wife.

The commissions involved in this deal may seem comparatively small compared to the overall value of the contracts but devastating in their consequences. But they also show that a few million dollars paid secretly to decision makers could lead to the country assuming liabilities worth hundreds of millions or even billions of dollars over decades. This is why corruption is not simply a moral issue. It is a direct economic assault on the living standards of ordinary people. Money lost through corruption is money unavailable for schools, hospitals, rural development and job creation. In the end the burden falls on ordinary citizens who are left to repay debts incurred in their name without receiving commensurate benefits in return.

The SriLankan Airlines transaction gives an indication of the wider pattern of corruption and misuse of national resources that has taken place over many years. This was not an isolated incident. There were numerous large scale infrastructure and procurement projects that imposed heavy debts on the country while enriching politically connected individuals and their associates. Other projects such as the Colombo Port City, Hambantota Harbour and highway construction reveal a similar pattern.

Less publicised but equally damaging scandals have involved fertiliser medicine and energy contracts. Investigations into medicine procurement in recent years uncovered allegations that substandard pharmaceuticals had been imported at inflated prices causing both financial losses and risks to public health.

Moral Renewal

The present government appears determined to investigate major corruption cases in a manner that no previous government has attempted. Those who ransacked and bankrupted the treasury need to be dealt with according to the law. There is considerable public support for efforts to recover stolen assets and ensure accountability.

In his May Day speech President Anura Kumara Dissanayake stated that around 14 corruption cases were nearing completion in the courts this very month and called upon the public to applaud when verdicts are delivered. Political opponents of the government claim that such comments could place pressure on the judiciary and blur the separation between political leadership and the courts. But the deeper public frustration that underlies the president’s remarks also needs to be understood.

The challenge facing Sri Lanka is twofold. The country must ensure that justice is done through due process and independent institutions. If anti corruption campaigns become politicised they can lose legitimacy. But if corruption and abuse of power continue without consequences the country will remain trapped in a cycle of economic decline and moral decay. Sri Lanka also needs to confront past abuses linked to the war period. There are allegations of kidnapping, extortion, disappearances and criminal activity in which members of the security forces have been implicated. Vulnerable sections of the population suffered greatly during those years. If political leaders turned a blind eye or actively connived in such crimes they too need to be held accountable under the law. Selective justice will not heal the country. Accountability must apply across the board regardless of political position, ethnicity or institutional power.

Sri Lanka has paid a very heavy price for corruption and impunity. The economic collapse of 2022 did not occur overnight. It was the result of years of bad governance, reckless decision making, abuse of power and the misuse of public wealth. If the country is to move forward the focus cannot be diverted by sensational speculation alone. Suspicious deaths and political intrigue may dominate headlines for a few days. But the larger issue is the system that enabled corruption to flourish without accountability for so long. The real national task is to end that system. Sri Lanka cannot build a prosperous future on a foundation of corruption and impunity. Unless those who looted public wealth are held accountable and the systems that enabled them are dismantled, the country risks repeating the same cycle again.

Jehan Perera

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When University systems fail:Supreme Court’s landmark intervention in sexual harassment case

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Over seven years after making an initial complaint of sexual harassment against her research supervisor, Dr. Udari Abeyasinghe, then a temporary lecturer and now a senior lecturer at the University of Peradeniya, has been finally served justice. On May 8, 2026, the Supreme Court made the following directions regarding Udari’s fundamental rights case: “1) The 1st Respondent [her research supervisor] is prohibited from accepting any post, whether paid or not or honorary, in any university, educational institute or other academic institution; 2) The UGC to issue a direction to all universities and other institutions, coming under its purview, to abstain from giving any appointment, whether paid or not, or honorary, to the 1st Respondent; and 3) The University of Peradeniya, including the Council and respective Respondent [sic], are directed to take appropriate measures to enforce and raise awareness of the University of Peradeniya’s policy on Sexual or Gender-Based Harassment and Sexual Violence for staff and students, including conducting mandatory annual seminars for all academics, staff and students.” I recently spoke with Udari to learn about her experience battling the University’s sexual and gender-based violence (SGBV) procedures.

Violence and injustice

Udari was a temporary lecturer when she began working on her MPhil degree. Her research supervisor was a Senior Professor and Dean of her faculty. The harassment began in 2017.

When Udari reached out for support to the SGBV Committee of the University of Peradeniya, the Chair explained the complaint procedure, including how a third party could make a complaint on her behalf. In July 2018, Udari’s mother made a written complaint to the Vice Chancellor (VC). “The very next day [my supervisor] called me … and asked me to withdraw the complaint because it would look bad for me … the university should have taken measures to separate the complainant from the perpetrator … but nothing like that happened.”

Before making the formal complaint, Udari reached out to other academic staff at her Faculty. She shared her experience with a few close colleagues. Many advised her to leave the Faculty. “No one in the Faculty supported me publicly, although some sympathised privately … I was a temporary lecturer … no one really cared.” Some of her colleagues and non-academic staff who knew about the harassments, asked her to avoid involving them because they feared retaliation from higher powers.

Udari faced a preliminary inquiry and then a formal inquiry. The preliminary inquiry took place about four months after her complaint, and the inquiry committee recommended proceeding to a formal inquiry. The latter was held about a year after the initial complaint. “I got to know unofficially that [my supervisor] had got hold of all the statements made at the preliminary inquiry and pressured some colleagues to change their statements before the formal inquiry.” During the time of the formal inquiry, an anonymous letter (“kala paththaraya”) was circulated among staff: “It was a character assassination … the same kala paththaraya would get circulated from time to time.” After the formal inquiry committee submitted its report and recommendations, Udari was informed, in writing, that the University Council had dismissed the report.

“Neither the preliminary inquiry report nor the formal inquiry report were shared with me … I had to make a formal request to the VC and only then did I get a copy of the preliminary inquiry report… I had to get the formal inquiry report through an RTI (a request under the Right to Information Act). What I understand is that [my supervisor] had influenced the Council … that’s why they rejected the report…saying there had been a delay of six months to make a complaint ….” (N. B. there are no time limitations for submitting a complaint in the SGBV by-laws of the University of Peradeniya, although such time bars exist at other universities).

Udari then submitted formal complaints to the University Grants Commission (August 2020) and the Human Rights Commission of Sri Lanka (December 2020), and finally filed a fundamental rights case at the Supreme Court in March 2021. Five years later, on May 8th 2026, Udari’s complaint was vindicated.

University procedures and inquiries

When her mother submitted the complaint against her supervisor, Udari was a temporary lecturer. She had given up her dream of pursuing an academic career because she did not think she would be recruited to a permanent position after making a complaint against a faculty member. It is encouraging that Udari was recruited, but in most instances, students and junior staff endure and stay silent to avoid jeopardising their academic careers. We currently have no procedures in place at universities to protect victims and witnesses from backlash.

According to Udari, the former Chair of the SGBV Committee and the members of her preliminary inquiry panel played a crucial role in her case, and, in her words, “could not be influenced.” But SGBV by-laws at state universities place inordinate power in the hands of the Council and VC. According to the SGBV by-laws of the University of Peradeniya, the Council appoints the 15-member SGBV Committee comprising “[t]wo (02) persons from among the members of the Council; [t]en (10) persons drawn from the permanent and senior members of the academic community; and [t]hree (03) persons external to the University, from among the retired academic or administrative staff of the University” (Section 2.1). While the by-laws recommend appointing persons who have demonstrated “gender-sensitivity, proven interest in working on issues of gender equality and equity, and trained to investigate and inquire into cases of sexual or gender-based harassment and sexual violence” (Section 2.1), we know this is often not the case. In many universities, VCs control which cases are taken up and end up in an inquiry. Most students and staff at state universities have little faith in the existing SGBV complaint procedures.

As Udari experienced, the decisions of inquiry committees can be overruled and dismissed by University Councils, indicating the importance of appointing appropriate members to the Councils. The Deans of faculties, who are Ex-officio members, usually collude to protect their own interests and fiefdoms, while the appointment of external members to Councils is deeply politicised. At present, there is no application process or vetting of candidates before they are appointed. They are usually persons who are seen to be sympathetic to the incumbent political dispensation. Furthermore, external members are dependent on the university hierarchy for information on the issues being discussed, the details of which are often hidden from them. It is not surprising then that University Councils would adjudicate on the side of power.

Final recommendation

Beyond barring Udari’s former research supervisor from holding positions in the university system, the Supreme Court has directed the University of Peradeniya to raise awareness on SGBV among staff and students. While SGBV is addressed in the induction courses and orientation programmes at universities, staff and students must be made aware of the nitty-gritties of complaint procedures, including time bars, which were crucial to the outcome of Udari’s case. But is raising awareness sufficient? Do we have ways to hold university authorities accountable for arbitrary and/or prejudicial decision-making and other abuses of power?

For Udari, life continues to be difficult, with constant surveillance of her activities.

“In November 2024 , I shared a post about my case.. it was a newspaper article stating that the Supreme Court had granted leave to proceed… I just took a photograph of it and posted it on my Facebook without any captions… a few weeks later I was summoned by higher authorities…I was informed that several academics had verbally complained about me using my social media to tarnish the name of the faculty and the university and, if that’s the case, that I should know that the University Council has the authority to take action against me … we also spoke briefly about the case and at one point I was told that this incident (harassment) happened to me because I showed some positivity towards (the perpetrator) …”

Let’s hope that university administrations pause before victimising and revictimising SGBV survivors in future. As a community, we have to rethink the hierarchical ways in which universities function and create a meaningful mechanism that supports students and staff to complain without fear of repercussion.

Thank you, Udari, for taking this step forward. University administrations will have to stop, listen and change their ways.

(Ramya Kumar is attached to the Department of Community and Family Medicine, Faculty of Medicine, University of Jaffna, and is an alumna of the University of Peradeniya).

Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.

By Ramya Kumar

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‘Nidahase’ in the spotlight

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Senani Wijesena, the Sri Lankan-Australian singer-songwriter, known for fusion pop/R&B with ethnic elements, like the tabla and sitar, is in the news again.

She was featured in The Island, in early April (2026), regarding her career in the music scene, and the release of her first ever Sinhala song ‘Nidahase.

The song was released in Sri Lanka, on 17th April, with Senani in town to do the needful.

The music video was filmed at the Polgampola Waterfall, in Sri Lanka, and also features co-star Senura Ambegoda … playing the romantic interest.

Describing the setup, Senani had this to say:

“To achieve the high falls scenes, I had to climb large rocks and slippery edges to get to the top of the falls, and I had to do it in the yellow saree I was wearing. Of course the film crew assisted me.”

The initial scenes were filmed in bustling Pettah where Senani meets co-star Senura Ambegoda, working in a street stall, and when their eyes meet it triggers a memory of soul connection and transports her into another world entering the forest scene.

The forest, says Senani, symbolically represented a retreat to nature and peace.

The couple later rejoin at Colombo City Centre where they danced together and enjoyed each other’s company.

Says Senani: “The short dance routine was created on the spot, on set. Senura is a dance teacher, as well as a model and actor, and we learnt the routine, in 10 minutes, before it was filmed.”

‘Nidahase’ means Freedom in English – about being free in life, love, expression and movement.

It’s, in fact, a reworked version of her highly successful English song ‘Free’ which was nominated for a Hollywood Music In Media award in the RNB/Soul category, and also reached the Top 20 of the Music Week Dance charts in the UK.

‘Nidahase’ can be heard on all streaming platforms, including Spotify, Apple Music and Amazon.

Senani’s YouTube channel is www.youtube.com/senanimusic

Her social media pages are: www.instagram.com/senanimusic and www.facebook.com/senanimusic. Her website is www.senani.com

For the record, Senani is the daughter of film actress Jeevarani Kurukulasuriya and Dr Lanka Wijesena.

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