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Saving a Life and the First ‘Peopleisation’

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President Premadasa

LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 23

I continue to share interesting stories from my stint at the Employees’ Trust Board, where I served as Chairman, and the then-President asked me to undertake some innovative new initiatives rather than just administer the institution.

Improving Staff Health

Many young females in the office were either having babies or were pregnant. They would often take unannounced leave to attend to their children, who were having some issue or other. The sudden absence of staff without notice, particularly at the managerial level, was significantly hampering our operations. I had gained expertise in the science and art of preventing childhood illnesses through my own experience. From the time my son was a baby, we always consulted the well-known paediatrician at the time, Dr (Mrs) Stella De Silva. Many parents dreaded going to her because she would often reprimand them for making mistakes due to ignorance.

We were prepared to be reprimanded because we had complete confidence in her abilities. My wife adopted a wise strategy. Before a consultation with Dr Stella, she would prepare two sets of questions. One list with intelligent questions was to be asked by her, and the other list of questions, which bothered us very much, but perhaps for which answers should have been known by us; the obvious ones, were mine to ask.

I start with the first question from my list, and Dr Stella would give me a good stare and say, “You are a very ignorant man, go and read Dr Spock’s book”. Dr Benjamin Spock, the famous American Paediatrician, was a well-known author of several books on baby and child care. After my first question, it is my wife’s turn with her “intelligent” questions, and Dr Stella would say, “Wonderful question. I wish my medical students asked questions like that”. At the end of the questions, the diagnosis and the prescription, Dr Stella would give me a pitiful look, as if to say, “This intelligent woman has married such an ignorant man”. The result was that I got Dr Spock’s book, and read it from cover to cover, and thus became a master of managing babies and infants.

When I questioned my staff who were having infants, I was horrified to realise how ignorant they were. I immediately arranged lectures at an educational unit of the Department of Health and at a nearby private hospital. The staff really appreciated this initiative and claimed they had gathered a great deal of helpful knowledge. I arranged to repeat these lectures on multiple occasions. Absenteeism reduced. The staff greatly appreciated the programme, and the general health of the infants perhaps improved.

At around the same time, President Premadasa called for a meeting to discuss two strategies. We were emerging from a rebellion where many state assets had been destroyed, and the disruptions and work stoppages were taking a toll on the economy. He instructed us to consider two initiatives: one was to link the economy to all members of the fund, and the other was to improve the nutritional level of female employees. The President had analysed that if member employees or their spouses had a microbusiness, they would not want the economy to be disrupted. Stitching garments for sale or making foodstuffs for the market would add to the family income. These micro-entrepreneurs would never want the economy to be disrupted or face curfew, as their income would be impacted. If the great majority of the population is thus positively linked to the economy, there would likely be a more peaceful environment. This was a sound idea, but we were unable to bring it to fruition before the President’s demise. It required a fool-proof framework where we would serve as a funder for such ventures. The logic was sound, but the implementation was complex.

The Nutrition Programme

The second initiative was the nutrition enhancement programme. We initially examined the problem using the available data. We found that the percentage of low-birth-weight babies in Sri Lanka was the highest in the region. We had several discussions with an eminent panel of nutritionists and spent a whole day preparing a suitable action plan. According to these nutritionists, there is a consensus that micronutrients play a significant role in enhancing nutrition. This was contrary to the older generation of medical practitioners who did not believe in vitamin and mineral supplements. Perhaps they did not notice that, with the newly opened economy, unhealthy, convenient food had become more prevalent.

The panel of nutritionists educated us on many facts that were previously unknown to most laypeople. One notable observation was that the Sri Lankan dietary lifestyle includes a cup of tea after breakfast and also after lunch. The tannin in the tea blocks the absorption of iron. This is especially relevant for female workers. The conclusion was that young married females would need vitamin C to boost iron absorption. Finally, the panel of experts recommended that employers provide a dose of worm treatment first, followed by a daily dose of vitamin C, vitamin A&D, a multivitamin, and an iron supplement for females. This is all I recall. There may have been other vitamins or supplements which I cannot remember now. We actively promoted this initiative among employers, but were unable to evaluate the extent to which it was implemented. The treatment at that time cost only LKR 35 per person per month. I recall one foreign investor telling me that, considering the over a thousand factory workers he had, the total cost for the entire staff for a month for these vitamins would still be less than his monthly drinks bill.

I tried this with a sample of about fifty volunteers at our ETF Board office. We had both males and females in the group. Since I was also concurrently the non-executive Chairman of Dankotuwa Porcelain, I tried it there as well. The mid-programme review revealed that several had given up the programme. You will be surprised at the reason. They complained that they did not experience the usual regular cough and cold, which, in their opinion, was essential to clear their lungs and clear their heads. Such were the primitive beliefs. Some females had given up suspecting that they would gain weight. At the end of the three-month trial, both institutions reported that the workers had experienced less fatigue, fewer illnesses, and increased energy levels, even after a hard day’s work. Some males reported that the females in their office and factory looked prettier after these three months. The trial was deemed successful, but alas, President Premadasa, whose idea it was, was no longer with us to hear the result.

Another concern of President Premadasa was the plight of female workers in the free trade zone, who came from distant villages. They were housed in awful conditions with poor sanitary and bathing facilities. They were also subject to harassment from “predators” . Our initial plan was to build hostels with ETF funds, but the local politicians would have none of it. Their constituents were making a good living by charging rent for substandard accommodations, and they would obviously be financially affected. Finally, we settled on a scheme where we would provide a subsidy for additional rooms, toilets, and new wells. The landlords got a good deal, the workers got better accommodation, and the politicians got their votes. All were happy.

The boarders had demarcated areas for their cooking, but a survey revealed that they had no knowledge of nutrition. We organised several batches at the BOI office, utilising expert resources and educating them on proper nutrition at a lower cost. With all the advanced HR strategies I believe these practical initiatives were very beneficial and generated greater loyalty.

The Clinic that Saved a Life

During my stint at the Ceylon Tyre Corporation, one facility that impressed me was the well-equipped medical centre. First, it was staffed by two doctors on a full-time basis, and thereafter by private practitioners who would come during their lunch break. Every employee had a file containing the complete history of their ailments and all prescriptions that had been dispensed free of charge. I, too, had made use of the facility, as had a large number of employees. A competent staff nurse would also dispense medicines for minor ailments.

At the ETF, I found that many people had minor issues but lacked the desire or time to seek medical advice. I decided to set up a mini clinic in one fully enclosed cubicle. The Occupational Health Division of the Labour Department had a permanent medical officer. He agreed to my request to visit the ETF three days a week during midday and examine those in need of a diagnosis. It had a significant demand on the first day. At the end of the session, the doctor met me in my office and said that there is a young girl who is in the last stages of pregnancy and who needs a blood transfusion without delay. If not, her life would be at risk. This was shocking, and immediately our personnel division sprang into action, taking the necessary steps in the nick of time. Her life was saved. It is one of my most outstanding achievements. Dr De Alwis, whose intervention saved this girl’s life, was very proud of the achievement. This was a boost to the clinic initiative, and we continued it. From the number of people who used this facility, I realised how convenient it is to have such an arrangement in-house. If not, they would have had to take leave to consult a doctor.

The First Peopleisation – United Motors

Under the then government’s programme of privatisation, United Motors was the first to be peopleised. President Premadasa had coined the term “Peopleisation” to make it more acceptable to the population than the term “privatisation”. All employees were to be given free shares, amounting to 10% of the entity’s share capital, based on their years of service. That was another reason for the term “Peopleisation”. United Motors was taken over by the government many years before and was renamed GOBU of United Motors. Several others too were taken over and operated as Government-Owned Business Undertakings. In all these GOBU’s a Competent Authority ran the administration. Some examples are the well-known Colombo Commercial Company and the Buhari Hotel, a restaurant in Maradana that serves biryani. The Government came under ridicule for taking over the inconspicuous Buhari Hotel, and no one could understand which part of the Government’s economic strategy this takeover fitted into. Now the tide had turned and the Government was desirous of exiting from all these commercial ventures.

The ETF Board was asked to participate in the underwriting of the public issue of United Motors shares. It was a difficult task, as our overzealous legal team wanted numerous changes to the underwriting document. The ETF Board had a superb Chief Legal Officer, who left no stone unturned. The other underwriters were quite annoyed, but finally our lady had her way. After some haggling over the underwriting commission and the devolvement fee the “Peopleisation” went through, and the entity became a publicly listed United Motors Lanka Ltd. Today, it is United Motors Lanka PLC and has many good agencies. It was ironic that many years later, I was appointed its chairman.

Capital Reduction of the Dockyard

Another significant milestone for the ETF Board was the capital reduction of Colombo Dry Docks Ltd to enable a foreign investor to come in. The Dry Docks was a massive project. I recall visiting it on a programme organised by the Institution of Engineers during my younger days. It was mooted by Hon. Lalith Athulathmudali when he was the Minister of Ports and Shipping, with a vision of developing the Colombo Port as one of the most sought-after in the region. The original company was Colombo Dockyard Ltd, and a new company, Colombo Drydocks Ltd, was established, with a massive dry dock, with the expectation of public investment to facilitate its listing. The Government had no money for such a significant investment. When the public investment failed to materialise, Government Institutions such as the Ports Authority and the ETF were required to invest. It was a turning point for the Colombo Port, but it gave no return for the investors. It was running at a loss. This investment was a significant percentage of the ETF’s total portfolio at the time. All operations of ship repair and shipbuilding were administered by the Colombo Dockyard. Still, accounting was handled under Colombo Drydocks Ltd. I was on the Board of both companies, as ETF held a significant stake.

The Government looked for an investor, and after a couple of foreign dockyards showed interest, the proposal by Onomichi Dockyard of Japan was accepted. There was a requirement to carry out a capital reduction for state sector shareholders and cancel the Government bonds held by them. The Board of ETF could not agree to the terms because the fund would incur significant losses. However, the Board noted that there was no alternative. I wrote to the Secretary of Ports and Shipping, Mr T.K. Dissanayake, stating that we cannot afford this loss and cannot agree to the terms. Later, I called him and said that, officially, I cannot agree, but I realise that there is no alternative; therefore, please go ahead. The capital reduction was completed with no impact on the private shareholders. I refused to cancel the bond issued to the ETF, and after negotiations with the Ministry of Finance, they agreed to issue a new 30-year bond at 1% interest in its place. Onomichi Dockyard came into Colombo Dry Docks Ltd, the listed company, and later Colombo Dockyard Ltd was liquidated. Since most shipping companies were more familiar with the name Colombo Dockyard, Colombo Drydocks Ltd was later renamed Colombo Dockyard Ltd. This part of history is now forgotten, as I realised during the recent crisis the company went through, and when I explained the history to a young professional.

Appearing Before the Cabinet

Once, while relaxing after dinner, I received a call from the Cabinet Office informing me that I was required to appear at the Cabinet meeting. The caller had no idea what it was about, and that was a problem because how can I be prepared if I have no clue about the matter to be discussed? With no driver available at that time, I had to drive and park myself. I was asked to park near the General Post Office and then come to the old Senate Building, where the meeting was held. When I was called in, I was asked what interest we had paid the previous year and what the EPF had paid. Fortunately, I enjoyed studying numbers, and these were fresh in my mind, so I rattled them off.

ETF returns were less than the EPF returns. The President was very pleased because my response tallied with what he had thought and was contrary to what Hon Lalith Athulathmudali had claimed. I was asked to explain further and had to disclose that some significant investments, such as in Dry Docks, Dockyard, Lanka Cement, and Dankotuwa Porcelain, were not yielding any returns. The lesson here for heads of government institutions is to store essential figures in their memory. I just could not have said that I will give the figures the next day after I got to the office and checked the files. I must disclose here that by the time I left the ETF Board, the portfolio was balanced and yielding a higher return than the EPF.

The next episode will cover my departure from the ETF Board, including my tenure as Chairman.

by Sunil G Wijesinha
(Consultant on Productivity and Japanese Management Techniques
Retired Chairman/Director of several Listed and Unlisted companies.
Awardee of the APO Regional Award for promoting Productivity in the Asia Pacific Region
Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)

 



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Features

Tusker Kavantissa’s death exposes Sri Lanka’s wildlife conservation crisis

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Kavantissa

by Prof. Ranjith Bandara,
Emeritus Professor, University of Colombo

This article examines why community exclusion, excessive bureaucratic control, unequal distribution of conservation benefits, weak institutional accountability, and short-sighted political leadership continue to undermine wildlife conservation in Sri Lanka.

The death of Tusker Kavantissa is more than the loss of one of Sri Lanka’s most remarkable wild elephants. It exposes uncomfortable questions about how we protect our natural heritage, how conservation decisions are made, and why repeated warnings have failed to produce meaningful reforms. His death should compel us to examine not only what happened to one extraordinary animal, but also the deeper weaknesses in our wildlife conservation system.

Tusker Kavantissa, one of Sri Lanka’s most prominent wild tuskers, died on 16 October, 2026, after receiving veterinary treatment for an injury, reportedly caused by gunfire. Although the wound had shown some improvement, his health subsequently deteriorated. The precise cause of death requires confirmation through a proper post-mortem examination. Nevertheless, the circumstances raise serious questions about preventive protection, wildlife management, and institutional preparedness.

The wider picture is equally disturbing. According to recently reported figures, Sri Lanka has lost an average of approximately 402 elephants and 138 people annually, since 2019, due to human–elephant conflict. These figures reflect a continuing national tragedy affecting both wildlife and rural communities.

What Sri Lanka faces today is not merely a wildlife conservation problem. It is also a crisis of environmental governance, shaped by institutional weaknesses, political decisions, and the failure to recognise the economic and social realities of conservation.

Conservation without communities

One of the fundamental weaknesses of our conservation approach is that local communities are often treated as subjects of regulation rather than partners in conservation. They are expected to bear the risks, respect restrictions, and cooperate with government programmes, yet their influence over decisions affecting their lives remains limited.

For rural families living alongside wild elephants, conservation is not an abstract environmental objective. It directly affects their safety, agricultural income, property, and everyday lives.

Farmers frequently possess valuable knowledge about elephant movements, vulnerable locations, seasonal changes, and practical protection measures. Yet conservation interventions are sometimes designed without adequately considering this experience.

When decisions are imposed from above, communities may feel excluded from programmes they are expected to support. This weakens trust, reduces cooperation, and ultimately undermines conservation outcomes.

We must recognise that protecting elephants and protecting farmers are not conflicting objectives. Both are essential. A conservation policy that safeguards wildlife while neglecting human security cannot be considered successful.

The real challenge is to replace conservation imposed on communities with conservation undertaken alongside them. Meaningful participation requires more than consultation meetings. Communities must have a genuine role in planning, implementing, monitoring, and evaluating conservation activities.

Bureaucratic authority versus public accountability

Wildlife conservation requires strong institutions, professional expertise, and effective regulations. However, excessive bureaucratic control can become an obstacle when administrative authority takes precedence over practical outcomes.

Decision-making in Sri Lanka’s conservation system remains heavily dependent on central institutions. Administrative procedures, overlapping responsibilities, and limited coordination can delay responses to urgent problems.

More importantly, excessive centralisation can discourage local innovation and prevent communities from contributing practical solutions.

When administrative authority becomes more important than results, conservation risks becoming an exercise in controlling people rather than protecting nature.

This criticism should not be confused with questioning the dedication of frontline wildlife officers and veterinarians. Many work under difficult conditions with limited resources. The efforts undertaken to save Tusker Kavantissa deserve recognition.

However, individual commitment cannot compensate indefinitely for institutional weaknesses.

We must ask whether our conservation institutions have the capacity to identify risks early, protect vulnerable animals, coordinate emergency responses, and evaluate the effectiveness of their interventions.

Public accountability should, therefore, extend beyond compliance with administrative procedures to measurable conservation outcomes.

Who bears costs, and who receives benefits?

Perhaps the most neglected dimension of wildlife conservation in Sri Lanka is the unequal distribution of its economic costs and benefits.

Wild elephants contribute substantially to tourism, biodiversity, cultural heritage, and the country’s international image. Their conservation generates benefits enjoyed by society as a whole.

Yet the financial and personal costs are concentrated among rural communities living within elephant habitats.

A study published in 2023, involving 300 farming households in southern Sri Lanka, revealed a striking imbalance. Although these households lived near two national parks, none received economic benefits from tourism. Meanwhile, 57 percent had experienced elephant-related crop damage.

The findings raise a fundamental economic question: if the entire country benefits from elephant conservation, why should a relatively small and vulnerable section of society bear a disproportionate share of its costs?

Conservation cannot remain economically sustainable when its benefits are widely enjoyed but its costs are concentrated among those least able to bear them.

A separate study, published in 2024, involving 439 affected farming households, examined the possibility of financing compensation through tourism revenue. It demonstrated the potential for tourism-based financial mechanisms to support human–elephant coexistence.

The policy implications are significant

A proportion of wildlife tourism revenue could be directed towards affected communities through transparent benefit-sharing arrangements. Such measures could support compensation, village protection, local employment, community enterprises, and agricultural improvements.

However, financial compensation alone is insufficient. The 2023 study also indicated that fear of elephants and concerns about crop damage strongly influenced community attitudes. People must feel safe in their homes and farms, not merely receive payment after suffering losses.

Equitable benefit-sharing is, therefore, more than an act of generosity. It is an economic and social requirement for sustainable conservation.

Political decisions and absence of long-term vision

The weaknesses in wildlife conservation cannot be attributed solely to public officials. Political leadership must accept its share of responsibility.

Poor land-use planning, habitat fragmentation, obstruction of elephant movement corridors, and development decisions that inadequately consider environmental consequences have contributed to human–elephant conflict.

Political decisions made for immediate gains can create environmental and economic costs lasting for decades.

Another weakness is the preference for visible, short-term interventions.

Constructing electric fences, relocating elephants, and launching emergency operations can attract considerable publicity. However, such interventions should be evaluated according to their effectiveness, not their visibility.

Political leadership should be judged not by the number of conservation programmes announced, but by the lives protected, conflicts prevented, and long-term improvements achieved.

There is also a serious problem of policy continuity. Conservation cannot be governed according to electoral cycles or changing political priorities.

Elephant habitats, migration patterns, and ecological processes do not change with governments. Successful conservation, therefore, requires consistent national commitments extending beyond individual political administrations.

Without such continuity, public investment may be wasted while the underlying problems remain unresolved.

Problem is not always a lack of policy

Sri Lanka’s conservation crisis cannot be explained simply by a shortage of scientific knowledge or policy recommendations.

In many instances, the greater challenge lies in translating available knowledge into coordinated, adequately funded, and politically supported action.

The National Action Plan for the Mitigation of Human–Elephant Conflict, prepared in 2020, proposed a science-based approach that emphasised community participation, protection of villages and agricultural land, and more effective conflict-management strategies.

Yet an important question remains: how much of this plan has been implemented successfully?

Have implementation difficulties arisen from inadequate resources, weak institutional coordination, administrative resistance, or insufficient political commitment?

An independent assessment of the plan’s implementation would help identify these obstacles and establish clear responsibilities.

We must also recognise that a substantial proportion of Sri Lanka’s wild elephants live outside protected areas. Attempting to confine all elephants within national parks and forest reserves is, therefore, neither realistic nor sustainable.

Effective conservation requires land-use policies informed by elephant ecology, settlement patterns, agricultural needs, and the practical realities of human–wildlife coexistence.

A sound policy that remains largely unimplemented offers little protection to either elephants or people.

Towards more responsible conservation system

Sri Lanka needs a fundamental change in how wildlife conservation is governed.

Four priorities deserve immediate attention.

First, local communities must become genuine partners in conservation management, with meaningful responsibilities and decision-making opportunities.

Second, conservation benefits must be distributed more fairly. Wildlife tourism should contribute directly to protecting the livelihoods and safety of communities that bear conservation costs.

Third, existing national conservation plans should be independently reviewed to identify implementation gaps and establish a realistic timetable for corrective action.

Fourth, conservation institutions must become more accountable for measurable outcomes, including reductions in human deaths, elephant mortality, crop losses, and property damage.

These reforms require cooperation among wildlife, forestry, agriculture, land, irrigation, and local government institutions.

They also demand political leadership willing to prioritise long-term results over short-term publicity.

For exceptional animals, such as Tusker Kavantissa, improved risk monitoring, preventive protection, and timely veterinary responses are particularly important. However, conservation should not be limited to protecting a few well-known animals.

Every wild elephant has ecological value, just as every person living alongside elephants has an equal right to safety.

The objective must be a system that protects both.

Lesson tusker Kavantissa leaves behind

The death of Tusker Kavantissa should not become another moment of national sorrow that gradually fades from public memory. It should mark a turning point in how Sri Lanka approaches wildlife conservation.

A proper investigation into his death is essential. Equally important is an honest examination of the conservation system within which such tragedies continue to occur.

The real challenge is not choosing between people and elephants. It is creating a system in which both can coexist safely, and where the responsibilities, costs, and benefits of conservation are shared fairly.

This requires more than scientific expertise and stronger regulations. It demands accountable institutions, meaningful community participation, economic fairness, and political leadership guided by a clear long-term vision.

Our greatest failure would not be the loss of Tusker Kavantissa alone. It would be allowing the same weaknesses in our conservation system to claim more lives while we continue to avoid the reforms that could prevent them.

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Equality before the Law as foundation of Sri Lanka’s recovery

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Gnanasara Thera brought to court, dressed in lay attire

by Jehan Perera

The government appears set to overcome the first major challenge to one of its foundational principles. It has faced down demands from sections of the Buddhist clergy and opposition parties to release Ven. Galagodaatte Gnanasara from his prison sentence for contempt of court.

Ven Gnanasara is best known as the general secretary of the Bodu Bala Sena, a nationalist Sinhala grouping. The government seemed unfazed by a protest march organised by Buddhist monks and the opposition parties and its supporters organised an even bigger march to support the government’s position. It is notable that the general population did not get involved in either march in any substantial number. The issue has now become a test of whether the government will uphold its commitment to apply the law equally, irrespective of a person’s position or status, even when doing so brings it into conflict with a powerful constituency.

The case has a specific legal history. Ven. Gnanasara was sentenced to six years’ imprisonment by the Court of Appeal in 2018 for contempt of court in a case involving former military personnel where he disrupted the proceedings. The Supreme Court rejected his appeal in 2018. Former President Maithripala Sirisena subsequently granted him a presidential pardon in 2019. Last month, the Supreme Court invalidated that pardon. The initial demand by Buddhist monks and their lay supporters was that Ven. Gnanasara should be permitted to wear his Buddhist robes when appearing in public before the courts. The government has indicated its willingness to examine the procedures governing the treatment of Buddhist monks in prison, in consultation with the relevant religious authorities. However, the initial demand has now been escalated into a demand for a presidential pardon.

One of the central promises of the National People’s Power (NPP) during its election campaign two years ago was to apply the law equally to all. This commitment has shaped the government’s approach to allegations of corruption and criminality involving individuals who previously wielded political power. The NPP government was swept into power on a wave of antipathy towards those in previous governments who were perceived to have abused their positions for private gain. The economic collapse Sri Lanka experienced in 2022, and the hardships endured across society, remain vivid in the public memory. The past two years have seen the government pursuing those accused of corruption and other offences. Several high-ranking members of previous governments have faced arrest and legal proceedings and been sentenced to jail.

Religious Concerns

The ability of opposition parties to mobilise widespread resistance against proceedings involving their leaders has been limited, as much of the general population continues to favour accountability for past financial crimes. However, the case of Ven. Gnanasara is different. It does not concern allegations of financial corruption, but the relationship between religious authority, the courts and the law of the land. This is where the distinction between respecting religious traditions and upholding the law becomes crucial. There is a sense among sections of the general population that Buddhist monks should not be treated on a par with others and that requiring Ven. Gnanasara to appear in court without his robes was unjust and contrary to the national ethos. Such sentiments reflect the special place Buddhism occupies in Sri Lanka’s history and society. Sinhala Buddhist nationalism has been a potent political force throughout the country’s history, drawing on a heritage that extends back more than two millennia. The question is whether respect for Buddhism needs to also entail the exemption of individual monks from the ordinary requirements of the law and thereby treat them differently.

The challenge would be to accommodate legitimate religious concerns through rational and lawful procedures without allowing religious status to become a source of legal privilege. The government has been amenable to addressing the issue of monastic robes, but has so far resisted the demand to release Ven. Gnanasara through a new pardon. President Anura Kumara Dissanayake and government members have made it clear that the government would not bend the law to accommodate any individual. They have taken the position that any shortcomings in existing rules should be addressed by changing the rules through proper procedures, rather than by making an exception for a particular individual. If the government holds its position, it will demonstrate that its commitment to the rule of law extends even to constituencies that have historically enjoyed considerable political influence.

This is important not only for the country’s democratic institutions but also for its economic future. Sri Lanka is seeking to recover from its economic collapse and establish the foundations for sustained growth. The International Monetary Fund’s analysis of Sri Lanka’s governance weaknesses has repeatedly emphasised the economic costs of corruption and institutional deficiencies. Its 2024 analysis of governance and growth concluded that comprehensive and coherent reforms could bring significant macroeconomic benefits. The IMF’s 2025 assessment also highlighted the importance of sustained governance reforms in unlocking the country’s growth potential. Investors, both domestic and foreign, need confidence that public institutions function according to predictable rules, that contracts and property rights are protected, and that political connections or social status will not determine how the law is applied.

Sensitive Issue

Sri Lanka has long sought the leap towards prosperity that has proved elusive under successive governments. Economic reform alone will not achieve it. The connection between the rule of law and economic prosperity is direct. Businesses are more likely to invest when they can expect disputes to be resolved fairly, public resources to be managed transparently and regulatory decisions to be made on rational grounds. No country can achieve a durable economic take-off if its institutions are perceived to operate according to political favour, inherited privilege or communal pressure. Sri Lanka cannot afford to return to a political culture in which powerful interests are shielded from accountability while ordinary citizens bear the costs.

Changing a political culture that has evolved over the decades if not centuries is a difficult undertaking, particularly in a country where political leaders have long relied on religious and communal identities to consolidate their support. It requires not only firmness but also sensitivity, dialogue and a willingness to reform laws and institutions where genuine deficiencies exist. The present controversy offers an opportunity to demonstrate that these objectives need not be in conflict. The government can respect the Buddhist clergy’s concerns about the treatment of monks in prison while refusing to grant an individual an exemption from a judicial sentence. It can recognise the importance of Buddhism to the country while maintaining that no religious or political authority stands above the law.

The question is whether national traditions and ethos are interpreted in ways that strengthen justice, responsibility and social harmony, or invoked to defend privileges that undermine them. The country needs a transformation in public expectations from privilege to accountability, from communal claims to equal citizenship, and from personal discretion to institutions governed by law.

The government’s handling of the case involving Ven. Gnanasara is therefore about more than one monk or one sentence. This particular case will determine whether the government can build a system in which no government, religious authority or politically influential individuals can place themselves beyond the law. A just society must be able to honour both its traditions and its commitment to equality before the law.

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Lure of old hometown too hard to resist

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Highly adaptive one-man band / At Broadway Dehiwela on 24th October

Lanka was his homeland, and now it’s Australia, based in Sydney. But for legendary performer Roger Menezes, the lure of his old hometown is just too hard to resist — and he keeps coming this way, ever so often!

Roger is in town at the moment — his fourth trip for this year alone! In fact, for the last few years, he has been checking out Sri Lanka on a very frequent basis.

This time, he says, he will be here for just two weeks, as he has heavy commitments, Down Under, as a performer.

On the 24th of this month, he will be seen in action at Broadway Dehiwela, celebrating their second anniversary. It’s a homecoming of sorts, as he was the very first artiste to perform live at this venue, on their opening night!

He goes back to Sydney in November for an early Christmas party, and will be back, in Colombo, in December, for more performances, with a pre-New Year’s Eve party at the Broadway, on 30th December.

Roger says he also takes the opportunity, whenever he visits Sri Lanka, to soak in the beauty of our country, especially the serene scenes away from the hustle and bustle of Colombo!

Roger Menezes: Fourth trip for this year

Roger Menezes is truly a remarkable talent, and it is always a sheer pleasure to look into the careers of musicians who have left such a lasting, indelible mark on Sri Lanka’s rich musical heritage.

Known for his signature “hits and memories” performance style — a nostalgic, heart-warming blend of jazz, pop, and classic rock — he remains a foundational figure of Sri Lanka’s golden era of music.

He was deeply integrated into Colombo’s swinging 1960s and 70s music scene.

He played drums for iconic groups like The Savages, Thunderbirds, and Fireflies, played guitar for Sam the Man, and joined the legendary band The Jetliners as their keyboardist, saxophonist, and guitarist (additionally recording bass guitar tracks). He also fronted his own much-loved ensemble, Roger and the Webs.

He migrated to Sydney, Australia, in the early ’70s and the legend only grew.

In Australia, he founded the highly successful corporate and event bands Eastern Spice and Stay Tuned (alongside his wife Cheryl and family). Under his leadership, Stay Tuned was heavily involved in providing entertainment for corporate functions, organised by the Sydney 2000 Olympic Committee. The group also headlined the New Year’s Eve festivities at Sydney’s iconic Centrepoint Tower for five consecutive years!

Today, he is widely celebrated as a highly adaptive one-man band, simultaneously navigating vocals, keyboards, guitar, saxophone, and drums — a one-man orchestra who truly does it all!

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