Features
From building businesses in the Far East to the main board of R&C
(Excerpted from the autobiography of Lalith de Mel)
From time to time head hunters had been contacting de Mel about leading initiatives in developing markets. So he sought an appointment with the Chief Executive and asked him bluntly whether he was a potential Board candidate. He would go no further than to assure him that he was on the shortlist for the Board. The CEO sensed de Mel might leave and did not want that and so the conversation veered to what he would like to do next.
He had often argued at the Group’s strategic discussions that the Far East was an area of great potential. So he was asked whether he would like to move to the territory and make a serious effort to build a series of new businesses for Reckit and Colman in the area and was promised all the financial and human resources he required.
He decided to take on this role. He also decided that if he was not appointed to the Board after his stint in the Far East, he would move to one of the other groups which were contacting him about working for them in a regional role in the Far East. He thought it would be much more fun spending the rest of his working life in the East than in the West.
So he came home and told his wife and family that he was thinking about moving to Singapore. His wife thought Singapore was exciting (she really enjoyed her stay there). His daughter Chiara had just finished the first term of GCSE at a school which was her fourth school as they had also sent her to Colombo for a few years in the Sinhala stream at St. Bridget’s. He was worried about the disruption and decided that he would not push her and gently floated the idea. She too was up for it. The only condition his daughter imposed was that she wouldn’t move unless they took their dog, a Cavalier King Charles Spaniel called Dusty, to Singapore as well. So he took off to Singapore with his wife, daughter, Dusty and their Sri Lankan housekeeper.
Building businesses in the Far East
The two top items on the agenda were finding a house and a school. The company had a nice spacious house with a large garden, something that was very rare in central Singapore. Everybody liked the house so housing got a tick. The next item on the agenda was a school. His daughter got a place at United World College, so that too was ticked. The next was getting to school and back. Singapore was extremely safe and they didn’t have an issue with sending their daughter back and forth from school using public transport.
In the former British colonies, people spoke English. A reasonable amount of English was also spoken in Thailand. The Indonesians did not speak English. It was a very large market and it was useful in Indonesia to speak Bahasa to get around the market and ask a few meaningful questions. It was also useful for his golf since the caddies in Singapore and Malaysia spoke Bahasa. So he put that on the agenda.
The Far East was the one major gap in the Reckitt & Colman portfolio of countries. They had a big business in the USA, a good presence in Canada, businesses across Latin America and Europe and in the major markets in Africa, Australasia and South Asia.
“I had been making the case for developing the Far East regularly at the Group’s annual conference on strategy. I had said many times that this region would at some stage in the future be a huge consumer market. The individual markets would all grow at a different pace, but they would all grow. Those not familiar with the territory saw a hazier picture.
China had not opened up and may never do so. Japan was difficult. The news about Indonesia, Thailand, Taiwan, Philippines and Korea was more about political turmoil and less about big consumer markets. There were many claims on the Group’s resources, and the Far East was perceived as something that would be a long haul and years of losing money. Every year they said ‘let’s look at it again next year’.
They were also turned off as foreign investment was regulated in every country in some form or the other and the route may be joint ventures and that did not appeal. Approval was required from various authorities and there was the smell of corruption in the air in most of these countries. All this meant complexity and that did not appeal to the Group.
That was the background when I accepted the challenge. I said, ‘I will set out what I will endeavour to do’ and wanted approval in principle. I added that I wanted to be left in peace to get on with it without a host of corporate planning and finance staff visiting, nit-picking and debating the viability of my plans.
I said I would set up an operating entity with own or joint manufacturing facilities in Singapore, Malaysia, Thailand, Philippines, Taiwan, Indonesia, China, a marketing entity in Hong Kong and Joint Ventures in Japan. The target for completion was three years. I said this would provide the basic infrastructure that would enable the Group to progressively build its business in the region in the future. I added that if we did not put these starting blocks in place, we would never be able to benefit from the growth in the region.
Chief Executive, John St. Lawrence knew that if I did not get a clear yes, without a variety of conditions and reviews before each tranche of funding, I would walk away.
I got approval without any conditions and was up and running straightaway. I had already built a factory and had an office in Singapore and used this as the support base for the new businesses. At the end of three years I delivered. I did everything that I said I would do.
During this time I never visited the UK. I did not step into the corporate office for three years and I did not attend any of the annual conferences. I blocked all efforts by corporate planning and finance staff to visit the region to ask their usual probing questions to justify their roles. If they wrote, it went into the bin. But I religiously reported every month on progress to my Group Director, who fortunately had the good sense to leave me severely alone.
The only visitors I permitted were the Chairman and the Main Board Executive Directors.”
To summarize, de Mel established a company and business in Singapore with good manufacturing facilities, a company and business in Malaysia with manufacturing facilities, Joint Venture in Thailand with the Thai partner having manufacturing facilities, a new Joint Venture with a factory in Indonesia, a Joint Venture with an old trading firm in the Philippines which had manufacturing facilities, a new company with manufacturing facilities in Taiwan, a Joint Venture with the Chinese Government authorities, two manufacturing Joint Ventures in Japan, one in food and one in consumer products, and a new company in Hong Kong that was the resource base for developing China.
He had visits from the Main Board Directors. Some of them may even have had doubts that he had created so many businesses so quickly and wanted to see for themselves whether it was just a name board on the wall or whether there were actual manufacturing facilities, staff, products in retail outlets and a distributing network. They all went on trade visits and saw Reckitt & Colman products on the shelf, including the newly-launched Dettol plaster, soap and shower products, which have now grown to be mega products. The Chairman, Sir Michael Colman, had also visited and been impressed with what had been achieved in a short time.
From this model of developing a region in a rush, the key learning was to have top quality local management staff and de Mel put a lot of time and effort into making sure that he managed to get the appropriate staff. He never used any expats in the countries (except for a small corporate team of one Pakistani and one Indian in his corporate office in Singapore).
After two- and- a-half-years, when most of it was done, Corporate Headquarters insisted that he should do the Advanced Management Program at Harvard Business School and so it was off to the USA and Harvard. Multinationals put emphasis on evaluating and training their senior employees and one of the places considered best for this was the Harvard Business School and its acclaimed Advanced Management Program (AMP) for professionals higher up in the organization.
AMP was an uninterrupted and highly-condensed MBA for top business executives who could not spend a year away from the business. So the program had what they would usually do in a year condensed into four hectic months. Therefore he spent four months in Harvard away from his duties in Singapore doing exactly that.
It expected full commitment, especially because the program was to enhance not only the leadership capacity of the participants but also that of the organizations they worked for. It was for potential business leaders who were one or two levels away from the position of CEO and identified by the employer as persons vital to the company’s future business plan.
The program enabled the participants to meet and learn under recognized thought leaders, skilled educators, ground-breaking researchers, active corporate board members and award-winning authors. The majority of those who joined the program came from companies with an annual revenue in excess of $250 million and should have had at least 20 to 25 years of work experience including substantial time as a senior executive. Thus, a participant would be studying together with an elite group of business leaders groomed to graduate to the next level of the corporate ladder.
As a highly-integrated and fully-immersive program, its intention was to bring out analytical skills and cross-functional perspectives in a short period of time. Therefore AMP would ensure development in management skills, strategic insights, innovative thinking and initiating change as they were key qualities expected by the employer to drive their businesses. AMP was restructured to fit the current economic landscape so that the skills acquired could be applied in the participants work environment at the current point of time.
The ultimate perk of having completed the AMP is that one becomes a lifelong member in the Harvard Business School alumni and has exclusive access to its growing global network as well as resources and tools to keep learning. Though it was a stressful program that required a lot of hard work, Lalith enjoyed the course and successfully completed it.
At last an Asian director, appointed to the R&C main board at age 53 53
“My aspiration as a Regional Director was eventually to get on the Main Board of Reckitt & Colman PLC, which was a major top 100 company in the UK. I knew this was not going to be easy to achieve because it was an old traditional British company and a major top 100 public company in the UK. The Chairman at the time was Sir Michael Colman, a baronet. During my time at Corporate Headquarters, the Main Board Directors were all British with one exception, an Australian. I was the first non-British person to be a Regional Director. I had come through that glass ceiling and I wondered whether I could go through the next and get on to the Main Board.
The Main Board was composed of the Chairman, Chief Executive, six Group Directors and four Non-Executive Independent Directors. The challenge was to become one of the six Executive Directors. An opening came about only when one of the Main Board Members reached retiring age or was removed. At the time de Mel returned from Harvard, the Chief Executive and one other Director were due to retire and two slots were available.
A team of two Non-Executive Directors were given the task of selecting the next CEO. The favourite for the role was the most senior Director. I knew him well; he was a Regional Director occupying the next office when I came to London and we were good friends. We also played cricket together for the R&C London team. Early in his career he had been appointed to the Main Board and was the longest on the Board, so I felt that if my friend Peter Maydon was appointed, perhaps I would have a chance of getting on the Board. The final recommendation of the Non-Executive Director selection team was a surprise; they recommended a very young man, Vernon Sankey, who was the youngest on the Board. The full Board, after considering it, decided to appoint him.
The top team in the company comprised the Group Directors, the Regional Directors and Heads of the major businesses. We all attended various residential conferences from time to time so knew each other well as we ate together and had a few drinks at the bar together in the evenings. When I heard that Vernon Sankey was appointed I was surprised, but I did not feel uncomfortable because I knew Vernon quite well.
The appointment of an executive director of a major public company was an important task. After internal discussions, the chairman would make a recommendation to the full board which would make the final decision. The head of human resources had a large role to play as he was responsible for managing management succession for all the key jobs and he had a short list for all the jobs and had all the career information about potential candidates.
The retiring chief executive would also participate as the prospective candidates had all worked for him. The incoming chief executive would have a big say because the new board would be his team. An agreed decision would be recommended by the chairman to the full board.
On the day that the Board announced the appointment of Vernon Sankey, I was in Singapore. I remember the day well. Late in the evening, I had a call from Vernon in London and he said he would like me to join the Board as a member of his team. At last, the objective of getting on the board of this UK top 100 company was finally achieved. When 1 was appointed I got a flood of letters of congratulation.
Those who did, and would report to me, probably felt it was prudent to congratulate the new boss. What I found gratifying was to receive many letters from former colleagues. I have quoted below from three interesting letters.
Ted Wright when he was Group Director of the Overseas Group invited me to work in London as a Regional Director. This is what he said:
What a cheering announcement we found when we got back from a trip to France this week! I was truly delighted with the news of your appointment to the Board with responsibility for the whole Pacific Rim (West).
I well remember the day when I decided that your abilities were never likely to be adequately exploited if stayed in your native Sri Lanka and it’s immensely satisfying to see one’s predictions proved correct. You have mastered every challenge thrown at you and, I know will do the same with the new ones… With all good wishes for a most successful future,
Yours,
Ted
A letter from Stan Ward who was the Head of HR. He had retired by the time I went to Singapore. I was delighted to learn that far back when Stan was Head of HR, I was in the frame for a Board appointment.
I cannot say how delighted I was to hear the news of your appointment. Heartiest congratulations and best wishes for your future success.
Forgive me if I’m indiscreet, but it was always an ambition of mine that You would get on the Board, so I’m doubly pleased that one of my favourite ‘old boys’ has made it… Again, every good wish and warmest congratulations and regards,
Stan
A letter from Peter Knee, the last Group Director I reported to before being appointed to the Board:
“…you have worked hard and successfully for the promotion and also waited overlong for it. May the fact that it has now occurred be seen by you as a well-deserved recognition of your talent and achievements, and by the R&C world at large as both and more. And here I am thinking particularly of encouragement it will bring to all those in many countries who may have wondered whether R&C would cease to be a British international company and start to become a truly described multinational one. It has!”
The euphoria of the appointment and the congratulations received soon evaporated and became a memory of the past. It was overtaken by the challenge to prove beyond any doubt that those who appointed me had made a correct decision. I was aware that there would be some who were unhappy with the decision, particularly those who saw themselves as candidates for the Board. If my performance had bumped along and if I had difficult issues with senior managers, they would have gleefully pointed out publicly that I was not up to it.
This was not a job for life. If you did not perform, you had to go and take early retirement! That was the polite way to say that one was fired. During my tenure two Main Board Directors and one Chief Executive took early retirement.
Returning to the UK
We had kept our home and so we had no problems on that score. Our worry was Chiara, our daughter’s education. Fortunately she had a good track record with eight As at GCSE in Singapore. She got a place at the very elitist boys’ school Westminster that had just started taking in girls for Advanced Levels. We were always concerned about whether the many changes in schools due to my movements would affect her studies. Fortunately they did not. She got three As in her A/Level exam and the Certificate of Excellence for Economics given for the best two papers in Economics. Much to our disappointment she would not go to Cambridge after being offered a place at my old college after a gap year and instead went to Warwick University, which had a good reputation for Economics. She did well as usual and got a first class in her BSc Economics.
Features
Civilizational dialogue proving a remote possibility as realpolitik rages
Looking back over the years since the 9/11 catastrophe, it could be said that barring former Iranian President Mohammad Khatami no world political leader of note has made an earnest effort to change the nature of global political discourse for the better. Khatami won world acclaim for his pronouncement that the time is right to launch and sustain a ‘Dialogue among Civilizations’.
This was in marked contrast to US political scientist Samuel P. Huntingdon’s epochal theses, formulated in the wake of 9/11 and other global political tumults that the Post Cold War era is essentially one of conflicts among civilizations. That is, people’s identity markers, such as culture and religion, are the prime shaping forces of international conflicts.
From a Political Realism standpoint, Huntingdon’s theory may seem to have gained in credibility over the years but it is Khatami’s pronouncement that has evoked an empathetic response in the hearts and minds of publics world wide. So much so, 2001 was proclaimed by the UN General Assembly as the ‘Year of Dialogue among Civilizations’.
It could be said that the latter proclamation was an endeavour to give back to humans their essential identity of peace-makers. It was an eschewing of the position that war and conflict are central to the human condition and amounted to upholding constructive dialogue among peoples and civilizations as a path to peace.
That things have not worked out in the world in keeping with the expectations of peace makers does not in any way invalidate the thesis that peace is the essential propensity of humans.
If peace-making is seemingly ineffective it is primarily because the path to peace is narrow, tortuous and time-consuming. On the other hand, violence usually misleadingly recommends itself to the human as the more expedient, cost-effective way out of a conflictual situation. However, the ultimate cost of the latter approach is prohibitive because it brutalizes the human beyond recognition.
Some of the evidence is before our eyes. The Trump administration, for example, has, minus much forethought, unleashed what may be described as a ‘quick-fix’ war against Iran but is now finding that it is in a veritable military quagmire in West Asia. The priority for the administration now seems to be a face-saving escape strategy. Such are the costs of the war option.
However, there is no denying that much remains to be done by the world community to bring peoples and cultures together with a view to enabling them to work as one for the cause of a less dangerous world.
Meanwhile, the broad divisions in international politics continue and past political polarities are lingering to the detriment of enhanced international understanding. The East and the West and the South and the North, for instance, are continuing to work in separate collectives, more or less, and no notable efforts are being made by the international community to bring these sides together for the purpose of united constructive action that could usher greater international well being.
The recent Shanghai Cooperation Organization Summit, 2026, held in Kyrgyztan was a replication of the above broad trends but there were some statements at the forum by Indian Prime Minister Narendra Modi that deserve special scrutiny and comment.
Modi was quoted saying among other things: ‘The land of Gandhi and the land of Buddha share a single message: the path to peace!..We must move away from endless war towards an end to the war. This is essentially for the well being of humanity. A peaceful resolution to all issues at the earliest is the call of humanity, and this is India’s message.’
The above is the language of international peace and unity. It is such language that will help in building bridges among civilizations and advance the cause of world peace. Besides, it will help bring a measure of understanding between North and South.
In this regard, the Trump administration could take a leaf or more from the Modi government. Unless it makes a ‘U turn’, as it were, in the direction of peace and reconciliation it is very unlikely that the US and the world would experience any stability worth speaking of.
Right now the US is savaging the sovereignty of Venezuela. It is a question of the ‘Empire striking back’ but Venezuela is a far cry from Iran. Iran has outsmarted the US on the battle field and is in a position to influence broad trends in the world economy since it still has control over the Hormuz Straits. That is, Iran could exercise a determining influence over world oil, gas and energy prices. In short, the US consumer’s future peace of mind is very much in the hands of Iran.
Given the above backdrop it should have dawned on the US political leadership that working towards cordial relations with Iran is the most advisable option. The US, simply, has too much to lose otherwise.
Likewise, Russia too needs to take a leaf from India. It is plain to see that its invasion of Ukraine is proving totally ineffective. It has not brought any measure of peace for the Russian people. Russia is right now experiencing a rerun of its military misadventure in Afghanistan. On the other hand, sections of the peoples concerned have been victimized and even brutalized.
Accordingly, there needs to be a coming together of democratic opinion worldwide for a fresh consideration of the options facing humanity. There is a dire need for value-based politics to take the place of Realpolitik. Besides, the language of peace and humanity needs to replace current divisive discourse with its stress on polarities and antagonisms.
International organizations of the stature of the UN need to take the lead in spearheading the above initiatives. Right now the UN gives the impression of being a spent force. This columnist hopes that he would be proved wrong on this score because the UN remains the only hope of the poor and victimized. It will be in the interests of all peoples for the UN to rejuvenate itself and dedicate itself increasingly enthusiastically to the cause of international peace.
Whether it be the South or North, dynamic, visionary political leadership and direction emerges as essential. The need is for voices that would espouse peace and accord across boundaries and divisions. For South Asia, India and Pakistan have the potential to fill this lacuna.
Features
Sri Lanka’s constitutional test: Judicial independence beyond immediate political moment
by Shelton Dharmaratne
Sri Lanka has reached an important constitutional moment.
The proposed 22nd Amendment has moved beyond political debate and into the constitutional process through which its validity will be examined. That development should change the character of the national discussion.
That is understandable in a politically contested environment. But Sri Lanka should now resist reducing a question of constitutional design to a contest over political positions.
The deeper issue concerns the relationship between constitutional reform, judicial independence and public confidence in the institutions of the State.
The Supreme Court will determine the constitutional questions before it. Public commentators should therefore exercise restraint in predicting, interpreting or seeking to influence that determination. But restraint does not require silence. It requires a more rigorous discussion of the institutional principles at stake.
A narrower constitutional question than the political debate suggests
The proposed amendment principally concerns the retirement ages of judges of the Supreme Court and Court of Appeal, together with an increase in the maximum number of judges permitted on the Court of Appeal.
Under the proposal, the retirement age of Supreme Court judges would rise from 65 to 67 and that of Court of Appeal judges from 63 to 65. The maximum number of Court of Appeal judges would also increase from 19 to 24.
Other proposed changes concerning the retirement ages of judges in the lower courts arise under separate legislation. This distinction matters because the public debate has sometimes treated the wider package of judicial reform as though it formed a single constitutional proposal.
Nor should the central issue be reduced to whether retaining experienced judges is inherently good or inherently dangerous. Both propositions are too simplistic.
Sri Lanka faces a substantial burden of pending litigation, and delays in the administration of justice impose significant costs on citizens, businesses and the State. Experienced judges represent an institutional resource. Continuity, accumulated knowledge and familiarity with complex areas of law cannot always be replaced immediately.
Those are legitimate policy considerations.
But the opposing concern is equally important: judicial tenure is not merely an employment condition. It is a structural component of judicial independence.
The real question is institutional
The critical question is not whether an individual judge is capable of acting impartially. It is whether the constitutional structure provides adequate protection against circumstances in which judicial tenure could become connected, directly or indirectly, with political authority.
That is an institutional question, not an accusation against individual judges.
A judge may be entirely conscientious and independent while the institutional arrangements surrounding the judiciary nevertheless create public doubts about independence. Constitutional democracies therefore cannot depend solely on the personal integrity of office-holders. They must construct institutions capable of preserving independence even when governments, individuals and political circumstances change.
This is particularly relevant when constitutional reform concerns the tenure of serving members of the superior judiciary.
The institutional sensitivity of such a proposal should neither be exaggerated into an allegation of improper motive nor dismissed as irrelevant. The appropriate response is transparency, procedural fairness and confidence in constitutional safeguards.
Legitimate objectives do not settle constitutional questions
The government has stated that its objectives include strengthening the administration of justice, addressing delays, retaining judicial experience and increasing institutional capacity.
Those objectives deserve serious consideration. Sri Lanka needs judicial reform. Citizens waiting years for their cases to be concluded experience the justice system very differently from those discussing it in Parliament, courtrooms or universities.
A government is therefore entitled to propose reforms designed to improve judicial efficiency.
But legitimate objectives do not automatically resolve constitutional objections. The relevant question is whether the means chosen are compatible with the constitutional structure and whether sufficient safeguards exist against unintended institutional consequences.
That is precisely why constitutional scrutiny matters.
The concerns of the Bar Association of Sri Lanka (BASL) should likewise be examined without political labelling. Opposition to the proposed changes should not automatically be characterised as opposition to judicial reform or an attempt to obstruct the government. At the same time, invoking judicial independence does not place any argument beyond scrutiny.
The appropriate questions are straightforward:
Does extending judicial tenure strengthen the administration of justice?
What risks, if any, could it create for judicial independence?
Are adequate institutional safeguards in place?
Does the proposal operate prospectively, or does it affect judges already serving?
Could the same objectives be achieved by filling vacancies, increasing judicial capacity, improving court administration and strengthening case management?
These questions can be examined rationally without attributing improper motives to either side.
Judicial vacancies and institutional confidence
Recent concerns raised by the BASL regarding judicial vacancies add another dimension to the debate. The BASL has argued that vacancies in the Supreme Court contributed to the retirement of a senior Court of Appeal judge without promotion to the Supreme Court, despite vacancies having existed. It has also raised concerns regarding forthcoming judicial retirements and the need for timely consideration of appointments.
Such matters should not be treated as evidence of the motives behind the proposed amendment. They do, however, illustrate a broader principle.
Judicial independence is shaped not only by the retirement age written into the Constitution. It is also influenced by how vacancies are filled, how promotions are determined, how seniority and merit are assessed, and whether judicial officers and the public believe that institutional decisions are made according to transparent and defensible criteria.
The government has an opportunity to address these concerns constructively.
Prompt appointments based on publicly defensible principles would strengthen confidence in the judiciary irrespective of the eventual outcome of the constitutional debate.
Seniority, merit and transparent criteria
The controversy also exposes a longstanding question concerning judicial appointments.
Seniority has traditionally carried considerable weight in judicial advancement. Yet seniority alone need not be the sole measure of merit. Conversely, replacing established practices with undefined assessments of “merit” could create another institutional problem.
If governments or appointing authorities can determine which judges are sufficiently meritorious without clear and objective criteria, uncertainty itself may become a source of institutional anxiety.
Sri Lanka would therefore benefit from clearer, objective and defensible standards governing judicial appointments and promotions.
Such standards would protect judges as well as appointing authorities. They would reduce opportunities for favouritism, strengthen institutional confidence and make it harder for political actors to portray every appointment as politically motivated.
Institutional rules are stronger safeguards than assurances of good intentions.
The State is larger than any government
One principle deserves particular emphasis: a government is not the State.
Governments are temporary. The constitutional State is continuing. Political parties change, parliamentary majorities change and political priorities change. The judiciary, however, must continue to function independently of whoever occupies the government benches.
The judiciary is neither a government institution in the political sense nor an Opposition institution. It is an institution of the State whose legitimacy depends upon its independence from both.
For that reason, governments should exercise particular caution when proposing constitutional changes affecting the judiciary, even where the policy objectives are legitimate.
The stronger a government is politically, the greater its responsibility to demonstrate institutional restraint.
That is not political weakness. It is constitutional maturity.
Public confidence is a constitutional asset
The most consequential issue may ultimately be neither retirement age nor judicial capacity, but public confidence.
Courts do not possess political power in the conventional sense. Their authority rests substantially on the acceptance of their decisions as legitimate.
Citizens will sometimes disagree with judicial decisions. But where the judiciary is perceived as independent, even unpopular decisions can command respect. If judicial institutions are perceived as being shaped by political convenience, even legally sound decisions may become vulnerable to suspicion.
Constitutional reform affecting judicial tenure must therefore be evaluated not only by its immediate administrative benefits but also by its effect on institutional credibility.
A reform that produces short-term efficiency while weakening confidence in judicial independence could impose a greater long-term cost. Conversely, reform that improves efficiency while preserving independence can strengthen both justice and public trust.
The challenge is not to choose between judicial efficiency and judicial independence. It is to achieve both.
If a referendum arises …
If the constitutional process ultimately requires approval by the people at a referendum, the debate should rise above the conventional government versus Opposition contest.
The electorate should be given a clear constitutional question and sufficient information to assess it.
Citizens should understand what problem the amendment seeks to address, why the proposed mechanism is considered necessary, what institutional risks have been identified, what safeguards exist and whether alternative measures could achieve the same objectives.
A constitutional referendum deserves a higher standard of public discussion than an ordinary election campaign.
The people would not merely be choosing a political side. They would be deciding the institutional framework within which political power and judicial authority operate.
Beyond who wins
The most important question arising from the proposed Twenty-Second Amendment is therefore not simply whether the government succeeds or whether the Opposition and BASL prevail.
Nor is it ultimately whether judicial retirement ages become 67 and 65 or remain unchanged.
Those are immediate constitutional questions. The deeper issue is what Sri Lanka learns from the controversy.
If the government seeks to modernise and strengthen the justice system, that objective deserves serious consideration. If the BASL and others warn that particular reforms may affect judicial independence, those concerns deserve equally serious examination.
Neither side strengthens the country by assuming that the other is acting in bad faith.
The constitutional system is strongest when legitimate disagreements are resolved through institutions rather than political pressure.
Whatever the eventual constitutional outcome, Sri Lanka will still face the underlying challenges of judicial vacancies, case delays, institutional capacity, judicial appointments and public confidence. Those problems will not disappear with a judicial determination, nor should the national conversation end there.
Sri Lanka should instead seek a broader consensus around a fundamental proposition:
Judicial reform and judicial independence are not competing objectives.
The real challenge is to pursue reform in a manner that strengthens the judiciary without placing its independence under suspicion.
That requires sound legislation, transparent appointments, adequate resources, efficient court administration, responsible political conduct and safeguards capable of surviving changes of government.
The present controversy will eventually pass. Political arguments surrounding it will fade.
But constitutional arrangements can endure for decades.
That is why Sri Lanka must look beyond the immediate political contest.
The ultimate test is not who wins today’s constitutional argument. It is whether, when the political moment has passed, Sri Lanka has a judiciary that is more efficient, more accessible and more trusted—while remaining sufficiently independent to hold every government, including future governments, within the boundaries of the Constitution.
Features
Farewell to a Fashion Icon
Sri Lanka’s fashion world lost one of its brightest stars Monday morning – veteran model, actress, and elite pageant trainer Chulpadmendra “Chula” Kumarapathirana.
Her sudden demise has certainly come as a shock to many.
Chula had just completed a major event on Sunday (30th August), and was no more in the land of the living the following day (31st August).
Born in Colombo, she was an old girl of Buddhist Ladies’ College and later studied at the National Institute of Business Management, and has many awesome achievements to her credit.
In 2006, she won the “Miss Tourism Model of the World Press Award” in Tanzania.
She entered the entertainment industry, as an actress, and gained popularity through the teledrama “Wahinna Muthu Wessak.”
Chulpadmendra has been on TV, and many Sri Lankan hip-hop music videos, including “Hanthane” and “Heena Hirimal”, and has had several other minor acting jobs since then.
She hosted the Derana Miss Sri Lanka for Miss World 2008 and even participated in the reality TV show Sirasa Dancing Star.
For over 25 years Chula was active in local and international fashion and founded the Chulpadmendra Catwalk Studio to train young newcomers
She trained hundreds of models for runway, photoshoots, auditions, and international pageants.
She was known as a fierce mentor who believed in “not just learning to walk, but learning to command the runway”.
Many young models called graduating from her studio their “happiest moment.”

Chulpadmendra “Chula” Kumarapathirana: Many young models called graduating
from her studio their “happiest moment.” (L)/ Won the “Miss Tourism Model of the World Press Award” in Tanzania (R)
Chula was very fond of The Island newspaper and kept in touch with us on a regular basis.
Her last message to The Island was a ‘thank you’ note for the article ‘New benchmark in pageant industry’:
“Thank you, Ivan, for writing such a beautiful article about me. Your unwavering support, encouragement, and belief in me throughout my career mean more than words can express. I am truly grateful for your kindness and generosity.
“My heartfelt thanks also go to The Island newspaper for featuring the article. It is a great honour, and I sincerely appreciate the recognition and support.
“Thank you once again.”
In fact, just a couple weeks ago, she sent a photo of herself for our Glam Scene and that picture I publish today, as part of this story.
May she rest in peace. Our deepest condolences to her family, students, and all who loved her.
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