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A MAJOR CONFLICT – Part 30

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CONFESSIONS OF A GLOBAL GYPSY

By Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada

Founder & Administrator – Global Hospitality Forum

chandij@sympatico.ca

Dual Roles

Returning to the Coral Gardens after being away for a month, I quickly settled in to do my dual roles, without any other executive at the hotel. I was working long hours as the Acting Manager in addition to my other roles which included Executive Chef. The Financial Controller and the Maintenance Engineer of Bentota Beach Hotel spent extra time in Hikkaduwa to help me.

The day-to-day operations continued as usual, although I missed the support from Muna, the previous Hotel Manager. He had left in the middle of the season due to pressures from a few local residents. After my return, I felt more support for my efforts from different people. This included the European Tour Leaders, repeat guests, supervisors, union leaders and locals.

A rumour that the head office may appoint a former military officer to manage the Coral Gardens did not surprise me. By then, there were about a dozen hotel managers without any training in hotel operations managing well-known resort hotels in Sri Lanka. They all had good administrative experiences gained in the Army, Navy, Air Force or Police. There were also a few ex-planters with experience in managing large estates, who had become hotel managers. These mature managers who had migrated to the hotel industry for a second career, often depended on their deputies with qualifications and experience in hotel operations. In return, these mature persons parachuting to hotel manager posts helped young hotelier to improve their administrative skills.

A Terrifying Breakfast

One morning I went to our sister hotel, Bentota Beach for an important meeting. As I had over an hour to spare before the meeting, I joined the Executive Housekeeper, Mrs. Joyce De Silva for breakfast at the main restaurant. Joyce was curious to know details about my accident and the month recovering at a nursing home in Colombo. While we were chatting, the new Assistant Manager of Bentota Beach Hotel joined us at our table.

Although I had met Major Siri Samarakoon a couple of times before, I did not know much about him. Over the breakfast I learned that he preferred to be referred to as ‘Major’, and had earned a law degree prior to joining the army as a Lieutenant, 12 years prior. Unlike most of the other officers finding the hotel industry a lucrative second career after retirement from military service of a minimum 22 years, Major was still in his mid-thirties. He boasted how he trained the hotel company Director, Gilbert Paranagama, who had recently joined the army as a volunteer officer. “Gilbert was so impressed with me, he immediately wanted me to join the Bentota Beach Hotel as the Assistant Manager for a short period before the company promotes me to a higher position”, Major announced confidently.

At that point, the Head Room Boy of the hotel, who was also the new President of the Bentota Beach Union, approached our table and rudely spoke to his superior, Joyce, “There is a delay at the laundry in getting bed linen today. Instead of having your big breakfast, can you resolve that issue, immediately?” I felt that his rudeness was mainly to show that he did not care that the Assistant Manager was present. We were surprised and Joyce appeared to be embarrassed but did not say anything.

Major got up, placed his left arm around the Head Room Boy’s shoulder and started walking with him towards the front desk which appeared to be a bit crowded. Major spoke very gently, “Abeywickrama, instead of shouting at your boss, let me show you something very interesting.” Major directed the Head Room Boy to the guest telephone booth near the entrance to the restaurant. This telephone booth had no windows, but just one door, which the Major opened. Joyce and I were able to see them from the corner table where we were seated. “Now look at those cob webs in this telephone booth, Abeywickrama”, Major continued to speak very softly. Once both got into the telephone booth, the door closed and we did not see or hear anything for the next five minutes.

Eventually when they both came out of the telephone booth, Major asked the Head Room Boy if he understood everything clearly now. Abeywickrama was very calm now and nodded his head in full agreement, while staring at the floor. When Major returned to the table, I wanted to know what happened in the telephone booth. Major said, “Nothing much, I strangled the bastard until his tongue came out and then knocked his head on the wall a couple of times as a warning!” Joyce and I were shocked. “I don’t think that he will behave in such a disrespectful manner to his superiors, ever again”, Major said with a grin. I quickly asked Major, “what if he complains to the union?” “Complain about what? He has no evidence of anything,” Major said. I thought to myself that Major took some pride and pleasure in being a sadist. Well, not all officers are gentlemen.

We then attended the special management meeting. I was thinking that it was good that I wouldn’t be meeting Major regularly. Key agenda items were management changes. I was asked to organize a good ‘hand over’ to the new Manager. It was then announced that the new Manager of Coral Gardens Hotel is Major Siri Samarakoon. He shook my hand and said, “Chandana, see you tomorrow sharp at 1400 hours in Hikkaduwa.” I confirmed, “Yes, Major!”

The First Impressions

Major arrived next day precisely at 2:00 pm to take over the management of Coral Gardens Hotel. After introducing him to the key supervisors of the hotel, I showed him the office which was shared by the Manager, the Assistant Manager and the Secretary. After that I ushered him to his apartment. On our way to settle him in his apartment he wanted to see the large changing rooms just used by over 100 excursionists who had visited the underwater Coral Gardens.

The changing rooms appeared to be wet with a lot of water on the floor. He asked who was in charge. “I am,” said the Changing Room Supervisor, Van Dort, seated comfortably on a chair. The Major shouted at him and ordered him to get the floor cleaned immediately. “I don’t like the manner in which you speak to me. I will report this to the union,” Van Dort, warned. “You can tell any mother’s son! I don’t care! I will be back here in 30 minutes. If the floors are not fully cleaned by then, you will be in deep trouble,” the Major yelled and left before Van Dort could speak again. When we returned, I was surprised to see the floor fully cleaned and Van Dort on his knees, finishing the task. He probably consulted the union, and was advised to do his job properly, before the union reacts to the new manager.

Around 3:30 pm we were back in the office. While I was writing the next day’s stores requisitions, Butler Raman came with my standard order, lime tea in a cup covered with a saucer on a tray. The Major was disappointed. He told me that, “from tomorrow I would like to see your tea served properly from a pot.” When I told him that I prefer to have my tea quickly while working, he said that Managers must get the same service as tourists and that is essential for the staff to know that.

Then he told me how a Sergeant had to walk a foot behind him with a tray and his beer every evening during his inspection time at the last army camp he commanded. “Officers and managers must demand their due respect!” he continued his lecture. I always believed that managers should earn the respect of subordinates. However, based on the wishes of my new superior I stopped being served tea in a cup for the rest of my time at the Coral Gardens Hotel.

Comparing and contrasting the management styles of the previous Manager, Muna, with the current manager, Major, was beneficial for me. Muna was a very participative type of manager and the Major was a very directive type of manager. I felt that a style in the middle would be ideal for the Coral Gardens.

The bullying and abusive terror tactics of Major continued from the start. He loved challenges, confrontations and conflicts. I knew that it was a matter of time before the union reacted. It was like experiencing total calm before a major cyclone hit the land.

Office Stormed by the Union

The union culture at the Coral Gardens Hotel was unique. In many ways it was a mature union with clear strategies. They had a good system of union leadership development. Most senior members of the union such as Butler Edmond and Barman Kalansooriya served on the committee but had stepped down from roles such as President and Secretary. They were grooming junior members to take leadership positions, but remained strategists and advisors to the younger committee members. Surprisingly, Major already knew all these details.

Within a week of the arrival of Major, the union appeared to be ready for a big fight. Five committee members of the union showed up at the entrance to our office. “Who the hell are you and what do you want?” Major barked at them. “We represent the hotel union and we want to discuss a few urgent and important issues with you.” “When?” Major asked. “Immediately!” Kalansooriya said.

Major was annoyed and checked with our secretary if the union had made an appointment to meet him. When he heard that there was no request for an appointment, Major said, “OK, come in two hours’ time.” When the union expressed their dissatisfaction of such a delay, the Major yelled, “You are making a living by working here. You don’t own this hotel to drop in when you feel like! With immediate effect, no one gets to meet with me without an appointment.”

Two hours later the five union representatives returned. This time Major spoke softly. To him it was like a game of chess. “Come in all, welcome to my office,” he said with his usual grin and a sarcastic tone. Then he asked each one to do a self-introduction with the name and the position in the union. A Pantryman in the kitchen, Chandrapala was the newly elected President of the hotel union, and he was being coached and groomed by the senior union committee members. Soon after his introduction, Major said, “Oh! The President, such an important position. I am honoured to meet you, your excellency! What is the level of education you have earned, to qualify for such a position?”

After that, the Secretary and the Treasurer introduced themselves. Then the two veteran leaders, Edmon and Kalansooriya introduced themselves as Committee Members. The major stopped grinning and stared at all five while increasing the volume of his voice. “I am Major Sir Samarakoon LLB, Manager of the Coral Gardens Hotel. I have no time to waste with union secretaries, treasurers and committee members. Get out of my office, now!” When all five were leaving, Major said, “I deal only with the President. Chandrapala, you stay, and that’s an order!” Then he told our secretary, “Ganeshalingam, close the bloody door!”

Without the presence and support of his mentors, in a closed-door office with a lawyer-tuned army officer with a reputation of a strange personality, Chandrapala appeared to be like a fish out of water. He was nervous, sweating and shivering while Major stared at him from head to toe to look for an error. And he found one. The top button of Chandrapala’s uniform was open. Major shouted, “You are the President who does not even know how to wear a uniform properly. Put that bloody button on, immediately!” Then he continued the verbal abuse, “OK, what are the union issues you want to discuss?” Chandrapala was harassed so much, he did not remember a single issue to discuss, apart from nervously stammering. “I say, I have no time to waste with idiots like you. Get out of my office and stop wasting any more of my valuable time,” the Major ordered. That was the end of the meeting.

New Strategy of the Union

I heard that the very next day the hotel union had an emergency meeting when Chandrapala abruptly resigned from the post of the President. They re-elected the two trade union veterans, Edmond and Kalansooriya as the President and Secretary of the hotel union. They also had consulted one of most legendary trade unionists, lawyers and socialist political leaders of Sri Lanka, Bala Tampoe, who was affectionately addressed by fellow socialists as Comrade Bala.

As a ‘show of strength’ strategy, the hotel union organized their 1977 annual general meeting (AGM) with Comrade Bala as the chief guest. He was General Secretary of the 200,000-member-strong Ceylon Mercantile, Industrial and General Workers Union (CMU). He had joined the Trotskyist faction of the Leftist and then underground Lanka Sama Samaja Party (LSSP) in 1941. He came into the limelight after his dismissal from public service, for participating in the strike of public servants in 1947. He joined the CMU in 1948 as its general secretary and remained in that position for 66 years, until his death when he was 92 years old.

Comrade Bala was known for his militant challenges to the political decisions of the government of the day. One of the major strikes he led in the Colombo Port escalated into an all-island general strike and defied the government when it invoked its emergency powers. He was the architect of the concept of nation-wide monthly token strikes, which I disliked. Although I was not a fan of Comrade Bala I was excited to meet with this charismatic legendary union leader and U exceptional orator. Major was very pleased to have the opportunity to directly confront with this worthy opponent. Bala Tampoe was arguably the greatest union leader of Sri Lanka for all time.



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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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