Features
BEST TWO YEARS – Part 43
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
Strengthened the Foundation of CHSGA
In 1979, I was elected Treasurer of Sri Lanka’s largest professional body for hoteliers – Ceylon Hotel School Graduates Association (CHSGA). Together with two leading hotel managers – Malin Hapugoda of Bentota Beach Hotel (President) and Mahinda Ratnayake of Neptune Hotel (Secretary), I contributed to strengthening the foundation for CHSGA. This would inspire future generations of hoteliers to continue building a dynamic association.

Our honorary work for CHSGA at that time, focused on financial stability, fund raising, industry recognition, image building and registration of CHSGA as a company. Having studied the membership grade system of the Hotel Catering & Institutional Management Association (HCIMA) during my visit to the UK in 1979, I proposed a similar system for CHSGA. This resulted in membership grades such as Fellows, Members, Licentiates and Associates with relevant professional titles such as FCHSGA after their names. Forty-two years later, when I regularly see these titles in Sri Lanka used on business cards and for professional work, it reminds me of that memorable day in 1980 when I enjoyed the unanimous approval of my proposal by my peers.
On October 16, 2021 via Zoom, I attended another annual general meeting (AGM) of CHSGA. At that event, both CHSGA and I celebrated 50 years in hospitality. As a Past President of CHSGA (1985-1986) I am proud of the work done by all my six predecessors and 27 successors. The current executive committee includes many of my past students of the Ceylon Hotel School (CHS). They have taken the association to an unprecedented level of professionalism, efficiency and innovation. Considering the humble beginnings of CHSGA in 1971 at the CHS hostel with fewer than 50 members, it is impressive that CHSGA now has over 1,300 professional members and continues to strengthen.
Happiest Internal Customers at Swanee
Our innovative initiatives at Hotel Swanee such as time slot for all of the staff to take part in the New Year’s Eve dinner dances, improved employee relations. Our other initiatives to improve relationships with the trade union and internal customers (staff) focused a lot on sports. We organized a cross country marathon and a cycle race for staff. There were weekly events such as guests vs. staff games of volleyball and football. We also organized cricket games only when large groups of British guests arrived. Encouraged with the popularity of these events, we organized a large-scale staff sport meet during the off season of 1980. Many guests volunteered to officiate the events of this meet.
“Sir, how about a large staff event to celebrate the sixth anniversary of our hotel?” the Union President asked me, soon after the successful sports meet. As I did not consider the sixth anniversary as a significant milestone, I asked him to justify such an event. “Sir, as we are so pleased with the manner in which our hotel progressed to break all records, we thought that we should celebrate it while you are the manager of Hotel Swanee” he said. I suspected that he had heard rumours that John Keells Group was considering to promote me to a corporate position at the head office. “If you approve our suggestion, we will raise funds and organize the whole event. We just need your approval” the union leader gently pushed me. So, I gave the green light.
The union and a few members of the management team worked together to organize a large, sixth anniversary event. It included rich and diverse forms of entertainment, including songs in Sinhala, Tamil, English and Hindi, dance performances and comedy acts provided free by hotel entertainers as well as by talented members of the staff. They commenced the event with a newly formed hotel choir singing the Swanee anthem that the staff had composed with the help of the music bands who performed at the hotel. All hotel guests attended the event as spectators. The organizing committee surprised me by raising tons of money from 190 advertisers (including 33 competitor hotels!) in the event souvenir booklet. The second most expensive advertisement (inner cover) was placed by the former enemy of the Hotel Swanee and now the guardian, Mr. K. Solomon Silva of Moragalla. All profits were donated to the staff welfare society.

Chairman of John Keells Group, Mr. Mark Bostock, in his souvenir message stated, “It is all very well to plan and invest in bricks and mortar, swimming pools and kitchens, but when it comes down to brass tacks, it is the staff of the hotel who really make a success of a venture such as this.” In my message, in addition to thanking the event organizers, I summarized the recent success of Hotel Swanee as, “During the summer (off season) of 1980, we enjoyed an occupancy of 87% and we are hoping to achieve the target of 94% by end of this financial year.”
Organizers also obtained a message from the longest staying and one of the oldest guests of Hotel Swanee, Marta Duchstein of West Germany. She was like a mother to all of us. When she heard that I would be visiting Düsseldorf for business, she insisted that I visit her and stay a couple of nights in her house in Essen. When I pointed out to Marta that I had no plans to visit Essen, she said, “The efficient German express train from Düsseldorf airport will bring you to Essen in 33-minutes and I will pick you from there.” As she did not accept any further excuses from me, I spent two days at her house. She was an excellent host and proudly gave me a tour of Essen. Marta’s message to the souvenir included, “The main reasons why I always return to the Hotel Swanee are the excellent service and friendly atmosphere. The young and charming staff usually bring out my motherly instincts.“
Using some profits from the sixth anniversary event and some donations from the hotel profits I approved as a group bonus, we took most of the staff on two ‘around the island’ trips. Our stops included the most scenic spots in Sri Lanka including waterfalls, tea estates and beaches. We also visited some top hotels to gain a little industrial exposure. These ‘fun-filled’ trips further enhanced our industrial relations.
Running successful resort hotels is easy, if the management focuses on three simple strategies:
1. Keeping the internal customer (staff) happy
2. Making the paying customers (guests) happy, and
3. Focusing more on revenue generation (increasing sales volume and creative pricing).
Unfortunately, most hoteliers and their financial controllers focus more on cost cutting and controls. Although important, to me such aspects deserve secondary focus in the context of profit optimization, compared to the three simple strategies I always used.
Crisis Management – Fighting an Angry Ocean
One day Mr. K. Solomon Silva visited me early in the morning. One this occasion, in his panic mood, he did something he had never done before. He came to my apartment with the night receptionist and woke me up around 5:00 am. “Sir, I must warn you about something Mother Nature did to this village about twenty-five years ago during the monsoon period.” After catching his breath, he continued, “It is a warning of a curse when the flow of the river mouth reverses from around the small island on the river mouth. The sea then gets exceptionally rough on Moragalla beach. We may lose the entire beach within a day and the sea erosion can affect the hotel buildings drastically.”

I quickly went to the beach with Solomon and understood the imminent danger. I sought his advice as well as the staff who were from the village. In crisis management, the situational leadership must be delegated to trustworthy people who understood the local crisis better. After listening to their advice, I had emergency meetings, first with the management team and then with all of the staff. We ordered 1,000 strong bags to be filled with sand to create a strong barrier to protect the hotel buildings from the ocean becoming rougher with unprecedented high tides. On my request, all staff and some hotel guests volunteered day and night to protect Hotel Swanee. I called it a ‘Shramadana’ (a concept of donating time and effort practiced in Sri Lankan villages).
When the big, ruthless waves arrived, these affected all of the hotels in the area. Due to our well-timed preventive actions on this occasion, Hotel Swanee was the least affected. Thank you, Solomon! The beach came back by the end of the monsoon period and the 1980/1981 tourist season commenced with a bang. Unfortunately, that scary incident in 1980 was quickly forgotten. Twenty-four years later, during the Boxing Day Tsunami in 2004, sadly most parts of the Hotel Swanee were destroyed and the hotel was never opened again. Every year, when I spend a month in Sri Lanka, I visit most of the hotels I worked at during my early career for nostalgic reasons, but after 2004, I never went back to Morogalla beach. It would be too sad for me to see the ruins of Hotel Swanee, where I had two memorable years.
My Best Two Years
My two years at Hotel Swanee was a non-stop, fun-filled joy ride. We had parties throughout the two years. Any occasion such as a birthday of a manager or a tour leader became an excuse for us to organize another exciting party at my pool-side and sea-front apartment. During the tourist season we worked very hard while having fun making our guests happy.
On the quiet days when we didn’t have any celebrations, I invited managers of neighbouring hotels with their wives to visit us in the evenings. As some of these managers were relatively new to the hotel industry, they liked to chat with us and observe how we did innovative things to make customers happy. I used to entertain them with dinner in the garden while listening to the rhythmic sound of the ocean waves. We developed excellent relations with our competitor hotels, all managed by much older hotel managers.
On the days that we did not have a late-night event or a party, all members of my young management team and senior supervisors proceeded to my apartment after dinner. We then played a ‘very competitive’ form of monopoly close to mid-night while eating chocolates, sipping coffee and liqueur. Then we went for a sea bath followed by a dip in the swimming pool. After an aggressive, water polo game, we returned to my apartment for another game of monopoly, 304 cards or a fast chess tournament until about 2:00 am. All the other managers lived in management living quarters close to my apartment. Even though we played hard till lat

e, we were still back at work by breakfast time to look after our guests.
One morning, an older guest who appeared to be tired and annoyed, came to see me with a serious complaint. He said that there were some noisy hooligans at the pool after midnight. He added that neither he nor his wife could fall asleep with all that disturbance. He requested me to investigate and take corrective action. I assured him that I would find the culprits and ensure that no one made any more noise after midnight. After that we limited our late-night activities to quiet fun things without going into the pool after midnight.
On his departure, that guest praised me for promptly solving his problem. He said, “I was never disturbed after I complained to you, Chandi. Thank you very much for sorting that hooligan problem.” When I said, “You are most welcome, Mr. Müller. My team and I look forward to welcoming you next year”, his response surprised me. “What next year? My wife and I will be back from Germany at Hotel Swanee in three months’ time for another three weeks. This is our second home, Chandi. We love you and your team”, he said. I was happy about that news, and happier that he never guessed who the real ‘Noisy Hooligans’ were.
Out of the 50 years I spent in hospitality (operations, management, education and consulting), my two years as the Manager of Hotel Swanee were the most enjoyable. During the time of my mid-career when I was the General Manager of seven, large five and four-star hotels, I was too busy to be fully involved in guest relations as I did during my two years at Hotel Swanee. In larger hotels, unfortunately, guests become just numbers, and hoteliers focus more on dollars than guests. If we focus on satisfying the internal customer (employees) they usually make sure that the external customer (guests) is happy, thus resulting in good revenues and profits. When I look back, we certainly did the right thing in 1979 and 1980.
Emotional Farewells
Towards the end of 1980, on my 27th birthday, I received a call from my boss, Bobby Adams, Director Operations of the Hotel Management & Marketing Services Limited, the John Keells subsidiary company who managed all seven hotels of the group. “Chandi, get ready to hand over Hotel Swanee to your Assistant Manager. The John Keells Board has agreed with me to promote you as my deputy and transfer you to the head office in two months’ time”.
Solomon rushed to meet me when heard the news about my transfer to Colombo. Although he tried to act tough in most situations, on this occasion, he was somewhat emotional. I assured him that in my new corporate position, I will be overlooking Hotel Swanee and will be visiting Beruwala periodically. After that, whenever I stopped at Hotel Swanee, Solomon was the first to rush to greet me. Every time we met, if he was dressed in a folded sarong, he promptly unfolded his sarong up to his ankles as a mark of respect common in those villages. Solomon had become a reliable friend of mine and a loyal supporter.
The Hotel Swanee staff organized a series of farewell events. On my last day at the hotel, they presented me with a gold chain and a gold ‘C’. When I heard that each of those lower income employees had contributed their personal service charge money (which was often higher than their salaries) to buy that expensive chain for me, I shed a tear.
Features
Tusker Kavantissa’s death exposes Sri Lanka’s wildlife conservation crisis
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.
Features
Equality before the Law as foundation of Sri Lanka’s recovery
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.
Features
Lure of old hometown too hard to resist
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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