Features
NEW DOORS OPENED IN LONDON – Part 41
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
Trust House Forte
I arrived in London during the summer of 1979 to undergo a special Management Observer/Trainee program with the largest hotel chain in the United Kingdom – Trust House Forte (THF). I had worked at their hotel in Sri Lanka, the Pegasus Reef Hotel, during my first year at the Ceylon Hotel School seven years before as a part-time bus boy. What I did not know about THF was that by 1979 it had emerged as the largest and the most profitable hotel and catering company in the world.

As required, I went to the THF Personnel Division on my first Monday in London. “I am Geoffrey Pye, the Director of Personnel for THF hotels in London. I will personally conduct your orientation to THF”, a well-dressed and kind gentleman informed me. “Meet Miss Linda Woodhouse, the new Training Officer of the Cumberland Hotel.” He introduced a young and friendly lady who was assigned to coordinate my management observation/training program.
Linda informed me that by staying at the Regent Palace Hotel I would be a guest observer there. My main assignment was at the Cumberland, a 900-room hotel located above the Marble Arch underground station. “Chandi, you are lucky to be able to understudy Mr. Bejaramo, our famous Catering Manager”, Linda told me. It was my first orientation program.
As a British-owned group, THF’s presence in the United Kingdom was clearly visible with massive contract catering operations, large restaurant chains and some of the most iconic hotels. In London, THF owned and managed some of the greatest hotels in the Commonwealth, such the Grosvenor House, Hyde Park Hotel, the Cumberland, the Strand Palace, the Browns, the Russell, and the Waldorf. THF also owned and managed the famous banquet venue – Café Royal situated very close to the Regent Palace Hotel and Piccadilly Circus.
Linda provided me with many interesting facts about THF’s history and current operations. Sir Charles Forte had become the CEO of THF in 1971. He was an Italian-born British caterer and hotelier who founded the leisure and hotel conglomerate that ultimately became known as the Forte Group in later years. When he was four years of age, Charles had migrated from Italy to Scotland with his family. After working in milk bars operated by his father in Scotland, at age 26 Charles moved to the capital city with £2,000 borrowed from his father to set up his own first milk bar in London in 1935. Having expanded his business into catering and hotel businesses, in 1970 he orchestrated a clever merger of the Forte Holdings with an older hotel and catering group, Trust Houses Ltd. That merger resulted in the formation of Trust House Forte or THF.
In Britain, THF continued its hotel expansion with various ambitious acquisitions including the 1976 purchase of the Lyons Hotel Group, a substantial assortment of first-class hotels including the Cumberland and the Regent Palace. For decades, Sir Charles attempted to take control of, arguably, the most famous hotel in the United Kingdom since 1889 – Savoy Hotel. The vision, hard work and business acumen of Sir Charles resulted in THF managing over 900 hotels in 44 countries by the year 1979.
Sir Charles’s only son, Rocco Forte, an Oxford‐educated linguist and a chartered accountant, was expected to eventually succeed his father to lead the THF empire. A subsequent acquisition of Le Meridien from Air France was a prestigious addition to the group. For decades the Forte family was successful in keeping hostile takeover bidders at bay, until 1996. I never had the opportunity of meeting Sir Charles, but in later years, as the general manager of two Forte hotels in South America, I had the opportunity of welcoming and hosting Sir Rocco Forte (he was knighted in 1995). Sir Rocco established his own company – Rocco Forte Hotels in the year 1996.

Building an International Career
In professional life, opportunities gained, contacts made and relationships nurtured can significantly and positively impact career progression. After 1979, I kept in touch with Linda Woodhouse, who helped me by arranging two more useful management observer assignments in London with THF. These were during the mid-1980s at the Grosvenor House Hotel and the Hyde Park Hotel. That exposure opened another door for me to secure a position as an internationally mobile expatriate hotel general manager of THF/Forte PLC in 1994, with special help from Mr. Bodhipala Wijesinghe, who worked at the TFH head office in London.
In that capacity I managed three of their hotels – Forte Crest/Guyana Pegasus Hotel, Timberhead Eco Resort in the Amazon Rainforest and Forte Grand/ Le Meridien/Jamaica Pegasus Hotel. In 1994, out of nearly 1,000 hotel general managers in the group, only four came from developing countries, and I was one of them. Sri Lankan accountant and hotelier, Ranjan Nadarajah (Nada) who passed away last week in UAE was another. In the year 1998, the two hotels managed by Nada and I became the first hotels to be awarded ISO 9002 certifications in our two regions (The Middle East and North America). Nada was a very nice colleague, and I did a short mystery shopper assignment for him at Le Meridien Dubai in the year 2000.
I also did the General Manager’s Foundation study program at the Forte Academy in the UK. I shadowed some of my peers, general managers of sister Forte Hotels in the UK, Barbados, the Bahamas, Bermuda, USA and Canada. In 1998, the group kindly arranged for me to have a two-year sabbatical leave in order to complete my doctoral studies in the UK. “This is a very unusual request! You are one of our best GMs, so why do you need a PhD?” a confused Human Resource Vice President of the corporate office of Forte PLC asked me, prior to approving my request for the sabbatical leave.
After successfully defending my doctoral thesis in London, in the early 2000s, I declined three lucrative offers from Forte PLC/Rocco Forte Hotels to work in Egypt, India and Russia. That was due to my family commitments in Canada and my new desire to pursue a second career in post-secondary education and management consulting. In 2002, I did a long mystery shopper assignment with my wife, at Le Royal Meridien King Edward Hotel in Toronto, Canada. Altogether I gained some type of work experience at 14 Forte hotels located in ten countries between 1971 and 2002. In the years 2003 and 2004, I also did a leadership development consulting assignment for Rocco Forte Hotels in England and Scotland. Thank you for all these amazing opportunities, THF/Forte PLC/Rocco Forte hotels!
A Guest at the Largest Hotel in the UK
In 1979, being the manager of the small 52-room Hotel Swanee in Sri Lanka, staying at THF as well as UK’s largest hotel (1,068 rooms), the Regent Palace was overwhelming for me. The hotel looked after me very well by providing full board accommodation on a complimentary basis for two months. Like most of the major hotels of THF chain at that time, the Regent Palace offered a carvery buffet every day. I was a frequent diner at that sumptuous carvery whenever I did not have my meals at the Cumberland Hotel where I worked.
Although it was the largest hotel in Europe when it was opened in 1915 by J. Lyons & Company, most of the rooms at the Regent Palace were very small, similar to hotels opened before or during World War I. I was surprised that some rooms did not have attached bathrooms, only wash basins. In spite of some shortcomings, I was very happy staying right in the heart of London. It was the most convenient location for me.
The Regent Palace was within close proximity to the Piccadilly Circus, Trafalgar Square, West End theatres, Leicester Square movie theatres, Regent Street shops as well as to many museums and art galleries. I was very happy to be there and walked all over London. If it was not raining, I walked to the Marble Arch to work. On rainy days I took the subway or a bus.
Some weekends I had many invitations from Sri Lankan friends, members of my family, a few former guests of Hotel Swanee, and the Swedish and Sri Lankan couple who worked at the Tjaereborg Tour Company’s office in London – Kurt Hansen and Bobby Jordan, who were my friends from Ceysands days. I had a busy social calendar during the evenings and free weekends. I also visited a few of my younger Sri Lankan friends who worked at Wimpy Bars in the West End.
Ranjith Dharmaratnam (Assistant Manager of the Village, Habarana), who travelled to London with me, was trained at the accounts department of another THF hotel – Grosvenor House. As he had family in London, he did not stay at the Regent Palace. One day I unexpectedly met a former work colleague of mine from Bentota Beach Hotel who had moved to the Pegasus Reef Hotel to be the Front Office Manager. Having noticed his potential, THF had sent Srilal Mendis (Menda) for training in London. A few years after his training Menda also became an international hotelier. Menda and I explored most of the tourist attractions in London and surrounding areas during weekends. I also travelled to Windsor, Winchester, Portsmouth and South Hampton.
The late 1970s were not always a peaceful era in the UK. I was shocked to see on TV, that the Irish Republican Army (IRA) claimed responsibility for the August 27, 1979 murder of Admiral Lord Louis Mountbatten. As the supreme allied commander for Southeast Asia, he had commanded the British troops from his base in Ceylon during the latter part of World War II. For a few days I was glued to the TV in my hotel room, watching news about that shocking assassination.

A Management Trainee of a 900-room Hotel
My work at the Cumberland Hotel was mainly in the Food and Beverage department. It was much grander than the Regent Palace and had a very busy catering and banqueting operation. The public rooms, restaurants, banquet hall and grill room were located centrally. I also spent some time observing and working in the catering department as well as the kitchens, purchasing, receiving, stores, payroll and accounts departments.
I was a regular at management meetings, simply to observe. The most useful meeting I attended was a top-level meeting among managers of 20 THF hotels in London, to coordinate their Christmas and New Year’s Eve events. This was one best practice I implemented soon after returning to Hotel Swanee. I loved to talk with all levels of employees and gathered interesting, historical information of this grand hotel.
Stemming from that interest, five years later in 1984, I wrote a 100,000-word (353 pages) master’s dissertation at the University of Surrey about British five-star hotels. I did my field research at all 16 five-star London hotels. Most parts of my master’s dissertation were later published as a text book for British universities, with my supervisor, Professor Richard Kotas of the University of Surrey, as the co-author. In the early 1990’s I succeeded him as the Director of the Hotel School at Schiller International University’s London Campus.
The island site bounded by Oxford Street, Old Quebec Street, Bryanston Street and Great Cumberland Place, had been acquired around 1925, by Lyons for building the Cumberland Hotel. It eventually opened in 1933. The hotel was a pioneer by including many luxurious features at that time, such as sound-proof, double glazed windows, air conditioning and 900 bedrooms with en-suite bathrooms.
The Cumberland had been acquired by THF, two years before I did my management training there. I found that some of the old-timers from Lyons had doubts about the changes implemented by THF. During some good weather days, I spent my lunch breaks seated at the nearby Hyde Park observing birds, playful pet dogs and at times listening to speakers on soap boxes attempting to attract larger audiences. I found every corner of this great city interesting.
With my invaluable experiences of luxury hotel operations at the Cumberland Hotel, I began dreaming of one day becoming the General Manager of a large international five-star hotel. As I looked around, I was disappointed that none of the General Managers, at that time, looked like me or came from developing countries. Most of those General Managers in the London five-star hotels had the British professional qualification – Member of the Hotel & Catering International Management Association (MHCIMA). As the HCIMA head office was in London, I decided to visit them to check on my chances of becoming an MHCIMA.

Door Closed at HCIMA
HCIMA had an impressive total of 23,000 members (21,000 British) professional members. It usually took four years of undergraduate degree level studies plus five more years of post-qualification management experience to obtain the professional title of MHCIMA. Then it was the highest qualification in the United Kingdom for hospitality managers. One day, a little bit nervously I visited the HCIMA head office in South London to check my chances of becoming an MHCIMA.
The HCIMA officer who interviewed me, rejected my application, as she did not recognize my three-year diploma from the Ceylon Hotel School, as compatible to a British HND or OND. She insisted that I complete four years of studies with HCIMA, before being considered for MHCIMA qualification. To me a rejection is always a great motivator, which inspires me to do better and at times, find practical short cuts. After that meeting, I decided that I will eventually earn this qualification, to lay a stronger foundation to become the General Manager of a five-star international hotel.
After a few years of further studies and numerous communications with HCIMA, finally I managed to become an MHCIMA in 1984, and a Fellow (FHCIMA) in 1992. In 2004, after serving HCIMA Board as an elected International Zone Representative for three years, I was elected as the worldwide President of HCIMA (now the Institute of Hospitality, UK), and appointed Chairman of HCIMA Ltd, UK, the commercial enterprise of the professional association.
In those two roles, I was fortunate to get a unique opportunity to lead the world’s largest professional body for hospitality managers in 104 countries with 25 international groups and 26 British chapters. For 84 years since the inception of this professional body in 1938, all Presidents were Europeans, except when a Sri Lankan was elected in 2004.
It was exactly 25 years after arriving in the UK as a first-time visitor and a nervous management trainee in 1979, that I was elected by my British hospitality management peers, as their President. The lesson here, for aspiring young hospitality managers, is that: “Treat the sky as the limit. As long as you have a vision for the future combined with hard work and passion, you can make things seem impossible to eventually happen”. At times the light may not be visible at the end of the tunnel, but that should not be an excuse not to dream big and work hard to achieve unprecedented goals. Go, open new doors!
Features
Federalism and paths to constitutional reform
S. J. V. Chelvanayakam: Visionary and Statesman
S. J. V. Chelvanayakam KC Memorial Lecture Delivered at Jaffna Central Collage on Sunday, 26 April, by Professor G. L. Peiris – D. Phil. (Oxford), Ph. D. (Sri Lanka); Rhodes Scholar, Quondam Visiting Fellow of the Universities of Oxford, Cambridge and London; Former Vice-Chancellor and Emeritus Professor of Law of the University of Colombo.
I. Life and Career
Had Mr. Chelvanayakam been with us today, he would no doubt be profoundly unhappy with the state of our country and the world.
Samuel James Velupillai Chelvanayakam was born on 31 March, 1898, in the town of Ipoh, in Malaya. When he was four years of age, he was sent by his father, along with his mother, for the purpose of his education to Tellippalai, a traditional village at the northern tip of Sri Lanka, or Ceylon as the country was then called, in close proximity to the port of Kankesanturai. He attended three schools, Union College in Tellippalai, St John’s College Jaffna and S. Thomas’ College Mount Lavinia, where he was a contemporary of S. W. R. D. Bandaranaike, with whom he was later destined to sign the Bandaranaike-Chelvanayakam Pact.
He graduated in Science as an external student of the University of London, in 1918. In 1927, he married Emily Grace Barr-Kumarakulasinghe, daughter of the Maniyagar, or administrative chief for the area, appointed by the colonial government. He had four sons and a daughter. His son, S. C. Chandrahasan, worked closely with me during my time as Foreign Minister on the subject of repatriation of refugees from India. Chandrahasan’s wife, Nirmala, daughter of Dr. E. M. V. Naganathan, was a colleague of mine on the academic staff of the University of Colombo.
Mr. Chelvanayakam first contested the Kankesanturai constituency at the parliamentary election of 1947. His was a long parliamentary career. He resigned from his parliamentary seat in opposition to the first Republican Constitution of 1972, but was re-elected overwhelmingly at a by-election in 1975. He died on 26 April, 1977.
There are many strong attributes which shine through his life and career.
He consistently showed courage and capacity for endurance. He had no hesitation in resigning from employment, which gave him comfort and security, to look after a younger brother who was seriously ill. As his son-in-law, Professor A.J. Wilson remarked, he learned to move in two worlds: a product of missionary schools, he was a devout Christian who never changed his religion for political gain. He was, quite definitely, a Hindu by culture, and never wished to own a house in Colombo for fear that his children would be alienated from their roots.
Gentle and self-effacing by disposition, he manifested the steel in his character by not flinching from tough decisions. Never giving in to expediency, differences of principle with Mr. G. G. Ponnambalam, the leader of the All Ceylon Tamil Congress, of which Mr. Chelvanayakam was a principal organiser, led him to break away from the Congress and to form a new party, the Ilankai Tamil Arasu Kachchi, or the Federal Party.
During the disturbances in March and April, 1958, he was charged in the Magistrate’s Court in Batticaloa and sentenced to a week’s imprisonment. He was also subject to house arrest, but he never resorted to violence and used satyagraha to make his voice heard. When, in 1961, he was medically advised to travel to the United Kingdom for surgical treatment, he had to be escorted to the airport by the police because he was still under detention. Although physically frail and ailing in health during his final years, he lost none of the indomitable spirit which typified his entire life.
II. Advocacy of Federalism: Origins and Context
At the core of political convictions he held sacrosanct was his unremitting commitment to federalism. A moment of fruition in his life was the formation of the Federal Party, Ilankai Tamil Arasu Kachchi, on 18 December, 1949.
Contrary to popular belief, however, federalism in our country had its origin in issues which were not connected with ethnicity. At its inception, this had to do with the aspirations, not of the Tamils, but of the Kandyan Sinhalese. The Kandyan National Assembly, in its representations to the Donoughmore Commission, in November, 1927, declared: “Ours is not a communal claim or a claim for the aggrandizement of a few. It is the claim of a nation to live its own life and realise its own destiny”.
Mr. S. W. R. D. Bandaranaike, soon after his return from Oxford, as a prominent member of the Ceylon National Congress, was an ardent advocate of federalism. He went so far as to characterise federalism as “the only solution to our political problems”. With Thomas Hobbes in his famous work, The Leviathan, he conceived of liberty as “political power broken into fragments”. Bandaranaike went on to state in a letter published in The Morning Leader on 19 May, 1926: “The two clashing forces of cooperation and individualism, like that thread of golden light which Walter Pater observed in the works of the painters of the Italian Renaissance, run through the fabric of civilisation, sometimes one predominating, sometimes the other. To try and harmonise the two has been the problem of the modern world. The only satisfactory solution yet discovered is the federal system”.
Federalism had a strong ideological appeal, from a Marxist-Leninist perspective. The constitutional proposals, addressed by the Communist Party of Ceylon to the Ceylon National Congress on 18 October, 1944, go very far indeed. They envisioned the Sinhalese and the Tamils as two distinct “nations” or “historically evolved nationalities”. The high watermark of the proposals was the assertion that “Both nationalities have their right to self-determination, including the right, if they so desire, to form their own separate independent state”.
These proposals received further elaboration in a memorandum submitted to the Working Committee of the Ceylon National Congress by two leading members of the Communist Party, Mr. Pieter Keuneman and Mr. A. Vaidialingam. Their premise was set out pithily as follows: “We regard a nation as a historical, as opposed to an ethnographical, concept. It is a historically evolved, stable community of people living in a contiguous territory as their traditional homeland”.
The Soulbury Commission, which arrived in the country in December, 1944, had no hesitation in recognising that “The relations of the minorities – the Ceylon Tamils, the Indian Tamils, Muslims, Burghers and Europeans, with the Sinhalese majority – present the most difficult of the many problems involved in the reform of the Constitution of Ceylon”.
They took fully into account the apprehension expressed by the All Ceylon Tamil Congress that “The near approach of the complete transfer of power and authority from neutral British hands to the people of this country is causing, in the minds of the Tamil people, in common with other minorities, much misgiving and fear”.
III. Constitutional Provisions at Independence
The Souldbury Commission, like the Donoughmore Commission before it, was not friendly to the idea of federalism, principally because of their commitment to the unity of the body politic. Opting for a solution, falling short of federalism, they adopted the approach that, if the underlying fear related to encroachment on seminal rights by capricious legislative action, this anxiety could be convincingly assuaged by enshrining in the Constitution a nucleus of rights placed beyond the reach of the legislature.
The essence of the solution, which commended itself to the Soulbury Commission, was a carefully crafted constitutional limitation on the legislative competence of Parliament, encapsulated in Article 29(2) of the Independence Constitution. The gist of this was incorporation of the principle of non-discrimination against racial or religious communities by explicit acknowledgement of equal protection under the law.
The assumption fortifying this expectation was the attribution of an imaginative role to the judiciary in respect of interpretation. It was lack of fulfillment in this regard that precipitated a setback which time could not heal. Judicial attitudes, including those of the Judicial Committee of the Privy Council, which constituted at the time the highest tier of the judicial hierarchy, were timid and diffident.
When the Citizenship Act of 1948, by means of a new definition, sought to deprive Tamils of Indian origin of the suffrage, no protection was forthcoming from the courts on the ground of impermissible discrimination. This refusal of intervention was premised on an implausibly narrow construction of the word “community”, in that, according to the Courts’ reasoning, in the landmark case of Kodakkan Pillai v. Madanayake, Indian Tamils were not identifiable as a community distinct from the larger community of the Tamils of Ceylon. It is hard to disguise the reality that this was, at bottom, a refusal to deal with the substantive issues candidly and frontally.
The resulting vulnerability of minority rights, which judicial evasion laid bare, was a major contributory cause of the erosion of confidence on the part of minority groups. This mood of suspicion and despair, arising from an ostensibly weak method of protection of human rights, presaged ensuing developments.
IV. Further Quest for a Constitutional Solution

Chelvanayakam
The central theme of this lecture, in honour of a statesman who was an epitome of restraint and moderation, is that the deterioration of ethnic relations, which culminated in a war of unrivalled savagery over a span of three decades, was progressive and incremental. There was no inevitability about the denouement. It was gradual and potentially reversible. At several crucial points, there was opportunity to arrest a disastrous trend. These windows of opportunity, however, were not utilised: extremist attitudes asserted themselves, and polarisation became the outcome. This trajectory was, no doubt, met with dismay by far-sighted leaders of the calibre of Mr. Chelvanayakam.
The formation of the Federal Party was a turning point. With Mr. S.J.V. Chelvanayakam, King’s Counsel, as founder-president, and Dr. E.M.V. Naganathan and Mr. V. Navaratnam as joint secretaries, the party embarked on a journey which marked a radical departure from the conventional thinking of the past. This was plain from the text of seven resolutions adopted at the national convention of the party held in Trincomalee in April, 1951. The foundation of these resolutions was the call to establish a Tamil state within the Union of Ceylon, and the uncompromising assertion that no other solution was feasible.
The path was now becoming manifest. The demand up to now had been for substantial power sharing within a unitary state. This was now giving way to a strident demand for the emergence of a federal structure, destined to be expanded in the fullness of time to advocacy of secession.
Although standing out boldly as a landmark in constitutional evolution, the Federal Party resolutions did not carry on their face the hallmark of finality or immutability. The call of the Tamil leadership for secession yet being some years away, the ensuing decades saw further attempts by different governments to resolve the vexed issues around power sharing.
The first of these was the Bandaranaike-Chelvanayakam pact, signed by the Prime Minister and the leader of the Federal Party on 26 July, 1957. There was an air of uneasy compromise surrounding the entire transaction. This was evident from the structure of the pact, which, as one of its integral parts, contained a section not reduced to writing in any form, but consisting of a series of informal understandings.
The essence of the pact was the proposed system of regional councils which were envisaged as an intermediary tier between the central government and local government institutions. This did break new ground. Not only did the pact confer on the people of the North and East a substantial measure of self-governance through these innovative councils, including in such inherently controversial areas as colonisation, irrigation and local management, but territorial units were conceived of as the recipients of devolved powers. Of particular significance, the regional councils were to be invested with some measure of financial autonomy. The blowback, however, was so intense as to compel the government to abrogate the pact.
The next attempt, eight years later, was by the United National Party, which had vehemently opposed the Bandaranaike–Chelvanayakam Pact. This was the Dudley Senanayake–Chelvanayakam Pact, signed between the leader of the United National Party, at the time Leader of the Opposition, and the leader of the Federal Party. It differed from the Bandaranaike–Chelvanayakam Pact, both contextually and substantively.
As to context, it was signed on 24 March, 1965, on the eve of a parliamentary election, to ensure for the United National Party the support of the Federal Party. A disheartening feature was the plainly evident element of duplicity. Once in government, the Prime Minister’s party showed little interest in implementing the pact. Within three years, the Federal Party left the government, and its representative in the cabinet, Mr M. Tiruchelvam QC, Minister of Local Government, relinquished his portfolio.
Substantively, the lynchpin of the pact was a system of district councils, but there was entrenched control of these bodies by the central government, even in regard to action within their vires. This was almost universally seen as a sleight of hand.
Despite the collapse of these efforts, room for resilience and accommodation had by no means disappeared. Nowhere is this better exemplified than in the events which led up to the drafting and adoption of the “autochthonous” Constitution of 1972. This involved the historic task of severing the centuries-old bond with the British Crown and bringing into being the Republic of Sri Lanka.
One of the Basic Resolutions, which eventually found expression as Article 2 of the new Constitution, characterised Sri Lanka as a unitary state. The Federal Party proposed an amendment that the word “federal” should be substituted for “unitary”. Mr. V. Dharmalingam, the spokesman for the party on this subject, in his address to the Constituent Assembly, on 16 March, 1971, showed flexibility by declaring that the powers of the federating units and their relationship to the centre were negotiable, once the principle of federalism was accepted. Indivisibility of the Republic was emphatically articulated, self-determination in its external aspect being firmly ruled out.
There was no reciprocity, however. Mr. Sarath Muttettuwegama, administering a sharp rebuke, declared: “Federalism has become something of a dirty word in the southern parts of this country”. The last opportunity to halt the inexorable march of events was spurned.
The pushback came briskly, and with singular ferocity. This was in the form of the Vaddukoddai Resolution adopted by the Tamil United Liberation Front at its first national convention held on 14 May, 1976. The historic significance of this document is that it set out, for the first time, in the most unambiguous terms, the blueprint for an independent state for the Tamil nation, embracing the merged Northern and Eastern Provinces. The second part of the Resolution contained the nucleus of Tamil Eelam, its scope extending beyond the shores of the Island. The state of Tamil Eelam was to be home not only to the people of the Northern and Eastern Provinces, but to “all Tamil-speaking people living in any part of Ceylon and to Tamils of Eelam origin living in any part of the world who may opt for citizenship of Tamil Eelam”.
The most discouraging element of this sequence of events was the timid and evasive approach adopted by prominent actors at crucial moments. The District Development Councils Act of 1980 presented a unique opportunity. Disappointingly, however, the Presidential Commission, presided over by Mr. Victor Tennekoon QC, a former Chief Justice and Attorney General, lacked the courage even to interpret the terms of reference as permitting allusion to the ethnic conflict. Despite the persevering efforts of Professor A.J. Wilson, son-in-law of Mr. Chelvanayakam, and a confidant of President J.R. Jayewardene, and Dr. Neelan Tiruchelvam, the majority of the members were inclined to adopt a narrow, technical interpretation of the terms of reference. The setting of the legislation was one in which Tamil formations, such as the Tamil United Liberation Front, were struggling to maintain their moderate postures in an increasingly polarised environment, with pressure from radical elements proving almost irresistible.
The whole initiative paled into insignificance in comparison with a series of tragic events, including the burning of the Jaffna library during the run-up to the District Development Council elections in the North and the calamitous events of Black July 1983. Policymakers, at a critical juncture, had, once again, let a limited opportunity slip through their fingers.
The next intervention occurred in the sunset years of the United National Party administration. This was the Parliamentary Select Committee on the ethnic conflict, known after its Chairman as the Mangala Moonesinghe Committee, appointed in August, 1991.
The Majority Report made a detailed proposal which was intended to serve as the basis of a compromise between two schools of thought—one stoutly resisting any idea of merger of the Northern and Eastern Provinces, and the other demanding such merger as the indispensable basis of a viable solution. An imaginative via media was the concept of the Apex Council, which formed the centrepiece of the Majority Report. It adopted as a point of departure two separate Provincial Councils for the North and the East. This dichotomy would characterise the provincial executive as well: each Provincial Council would have an Executive Minister as the head of the Board of Ministers. However, over and above these, the two Provincial Councils together would constitute a Regional Council for the entire North-East region. Although presenting several features of interest, as a pragmatic mediating mechanism, the proposal did not enjoy a sufficiently broad support base for implementation. (To be concluded)
Features
Procurement cuts, rising burn rates and shipment delays deepen energy threat
Coal crisis far worse than first feared
Sri Lanka’s coal supply crisis is significantly deeper than previously understood, with senior engineers and energy analysts warning that a dangerous combination of reduced procurement volumes, rising coal consumption and shipment delays could place national power generation at serious risk.
Information reviewed by The Island shows that Lanka Coal Company (LCC) had originally planned to secure 2.32 million metric tons of coal for the relevant supply period to meet generation requirements at the Lakvijaya coal power complex.
Following procurement discussions, the final arrangement was to obtain 840,000 metric tons from Potencia, including a 10 percent optional quantity, and 1.5 million metric tons from Trident, equivalent to 25 vessels.
However, subsequent decisions resulted in the cancellation of four Potencia shipments, reducing that supplier’s volume to 627,000 metric tons. This brought the total expected procurement down to 2.16 million metric tons, creating an immediate 160,000 metric ton deficit, even before operational demand is considered.
“This is a major shortfall in any generation planning model,” a senior engineer familiar with coal operations said. “When stocks are planned to the margin, a reduction of this scale can have serious consequences.”
Power sector sources said the deficit becomes more critical because coal consumption rates have increased by more than 10 percent, meaning larger volumes are now required to generate the same electricity output.
“In simple terms, the system is burning more coal for less efficiency,” an energy analyst told The Island. “That means the real shortage may be substantially larger than the paper shortage.”
Experts attributed the higher burn rate to ageing equipment, maintenance constraints and operating inefficiencies at the Norochcholai plant.
A third concern has now emerged in the form of shipment delays and possible unloading constraints, raising fears that even contracted supplies may not arrive in time to maintain safe reserve levels.
“If vessel schedules slip or unloading is disrupted, stocks can fall very quickly,” another senior engineer warned. “At that point, the country has little choice but to shift to costly thermal oil generation.”
Such a move would sharply increase electricity generation costs and place additional pressure on public finances.
Analysts said the convergence of three separate risks — procurement reductions, higher-than-expected consumption and delivery uncertainty — had created a serious energy planning challenge.
“This is no longer a routine procurement issue,” one industry observer said. “It has become a national power security issue.”
Calls are growing for authorities to disclose current coal inventories, incoming vessel schedules and contingency measures to reassure the public and industry.
With electricity demand expected to remain high and hydro resources dependent on rainfall, engineers caution that delays in addressing the coal gap could expose the country to avoidable supply disruptions in the months ahead.
By Ifham Nizam
Features
Lake Gregory boat accidents: Need to regulate water adventure tourism
LETTER
The capsizing of two boats in Lake Gregory on 19 April was merely an isolated incident. It has come as a stark and urgent warning that a far more serious tragedy is imminent unless decisive action is taken without delay.
Mayor of Nuwara Eliya, Upali Wanigasekera has publicly stated that stringent measures have been introduced to prevent similar occurrences. However, it must be noted that such measures are unlikely to yield meaningful results in the absence of a comprehensive regulatory framework governing Inland Water Adventure Tourism (IWAT) in Sri Lanka.
For decades, this sector has operated without any regulation. Despite repeated calls for reform, there remains no structured legal mechanism to oversee operational standards, safety compliance, or accountability. Consequently, there is chaos particularly in critical operational aspects of this otherwise vital tourism segment.
The situation in Lake Gregory is not unique. Other prominent inland tourism destinations, such as Kitulgala and Madu Ganga, face similar risks. Without urgent intervention, it is only a matter of time before a major calamity occurs, placing both local and foreign tourists in grave danger.
At present, there appear to be no enforceable legal requirements governing:
* The fitness for navigation of vessels
* Mandatory safety standards and equipment
* Certification and competency of boat operators
The display of permits issued by local authorities is often misleading. These permits function merely as revenue licences and should not be misconstrued as certification of compliance with safety or technical standards.
Furthermore, local authorities themselves appear constrained. The Nuwara Eliya Mayor is reportedly limited in his ability to enforce meaningful improvements due to the absence of legal backing. Compounding this issue is the proliferation of unauthorised operators at Lake Gregory, functioning with minimal oversight.
Disturbingly, there are credible concerns that some boat operators function under the influence of intoxicants, while enforcement authorities appear to maintain a lackadaisical stance. The parallels with the unregulated private transport sector are both evident and alarming.
In the absence of a proper legal framework, any victims of such incidents are left with no recourse but to pursue lengthy and uncertain claims under common law against individual operators.
The Minister of Tourism, this situation demands your immediate and personal intervention.
A robust regulatory framework for Inland Water Adventure Tourism must be urgently introduced and enforced. This should include licensing standards, safety regulations, operator certification, regular inspections, and strict penalties for non-compliance.
Failure to act now will not only endanger lives but also severely damage Sri Lanka’s reputation as a safe and responsible tourist destination.
The time for incremental measures has passed. What is required is decisive policy action.
Athula Ranasinghe
Public-Spirited Citizen
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S. J. V. Chelvanayakam KC Memorial Lecture Delivered at Jaffna Central Collage on Sunday, 26 April, by Professor G. L. Peiris – D. Phil. (Oxford), Ph. D. (Sri Lanka); Rhodes Scholar, Quondam Visiting Fellow of the Universities of Oxford, Cambridge and London; Former Vice-Chancellor and Emeritus Professor of Law of the University of Colombo.