Features
The # 1 Sri Lankan Hotel Company in 2023
CONFESSIONS OF A GLOBAL GYPSY
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

Acknowledgement
I thank Mr. Gemunu Goonewardena, Chairman of the Tourist Hotels Classification Committee from 2018 to 2022, and Non-Executive Director of the Board of Aitken Spence Hotel Holding PLC, for his assistance to me in collecting current data.
Hotels Rooms in Sri Lanka in 2023
All types of accommodation are available in Sri Lanka for tourism, including hotels classified by the Sri Lanka Tourism Development Authority (SLTDA), unclassified accommodation, bungalows etc. The total capacity is now over 48,000 rooms in 3,657 units. This is including the upcoming 2023 opening of the largest hotel in Sri Lanka – the 800-room Cinnamon Life Colombo. With that, the total number of classified hotels (one to five star) rooms in Sri Lanka will soon reach 15,642 in 160 hotels.
In 2023, five hotel companies operated over half of the room stock in Sri Lanka, which are within their 56 (generally, larger) hotels as indicated in the table below. The other half of the rooms are within the balance 104 (generally, smaller) hotels. A small number of rooms in bungalows managed by a few of these companies were not considered for this calculation.
All three top Sri Lankan hotel companies – Cinnamon, Heritance and Jetwing entered the hotel industry around the same period, 50 years ago. With the opening of Life in 2023, in terms of total room capacity, the Cinnamon brand of John Keells Group will surpass Heritance and associated brands (including 500-room RIU partnership) of Aitken Spence Group.
With a successful operation of 10 hotels in three other countries (The Maldives, India and Oman) Aitken Spence Group will continue to compete aggressively in terms of the total number of hotels and rooms operated by a Sri Lankan company. Their main achievements include opening the first five-star resort hotel in Sri Lanka in 1982 – Triton and a decade later opening multi-award-winning, iconic hotel – Kandalama. The company with the largest number of hotels in Sri Lanka – Jetwing operates a chain of 20 hotels with different and interesting themes. The rest of this article focuses on the # 1 Sri Lankan Hotel company — Cinnamon.

Cinnamon Hotel Brand in 2023
Over the last five decades, John Keells Group operated their hotel management company under different names. In 1970s as Walkers Tours Hotels, in 1980s as Hotel Management & Marketing Services Limited, and in 1990s as John Keells Hotels. In the year 2005, they rebranded their hotel chain as Cinnamon. In 2023, Cinnamon is the largest hotel company in Sri Lanka. They also have four hotels in the Maldives.
With the opening of their 16th hotel – Cinnamon Life, the hotel company will have a room stock of 3,288 in Sri Lanka and The Maldives. Both in terms of the quality of the hotels and the quantity of the room stock, Cinnamon is arguably the greatest hotel company in Sri Lanka, today.
Cinnamon Hotel’s most ambitious project – Cinnamon Life Colombo is the first integrated resort in Sri Lanka and the largest private investment in the country. Sri Lankan-British architect, Cecil Balmond designed the resort while Hyundai Engineering & Construction is the main contractor. The construction of the resort began nine years ago. This 47-floor complex, includes 800 five-star hotel rooms, a retail and entertainment complex, large conference venues, a 30-storey office tower and two separate residential towers with 427 luxury apartments. Cinnamon Life Complex promises vibrant, innovative, futuristic and unique elements. It is expected to be an icon that will redefine Colombo’s skyline.

My Connections with Walkers Tours/John Keells from 1973 to 1993
By early 1970s, Walkers Tours & Travels Limited (later rebranded Walkers Tours) became the leading tour operator in Ceylon. It was founded in 1969. Soon, they represented two of the largest European tour operators, from West Germany and Denmark, who were actively promoting tourism in Sri Lanka.
A young lawyer, Sriyantha (Simon) Senaratne was appointed as the Managing Director of Walkers Tours in 1971. When Walkers Tours was acquired by John Keells Group of companies in 1972, he continued in that position for seven more years. As a part of the vision of the Managing Director, Walkers Tours entered the hotel industry in 1973 with a unique project in a remote area — Habarana, and soon became the leader in hotel management in Sri Lanka.
Prior to my departure from Sri Lanka to pursue my global career in early 1994, for the first two decades of this iconic hotel company, I was connected with them in various capacities. My direct and indirect roles with them included serving tourist groups and representatives of Walkers Tours as a waiter, barman, cook, trainee chef, executive chef, food & beverage manager, hotel manager, operations manager of the corporate office of the hotel company, and finally as the general manager of their two largest hotels in the 1980s. In later years, while working for other companies in Sri Lanka such as Le Galadari Meridien and Mount Lavinia Hotel, my teams depended largely on tourist traffic from Walkers Tours.
I am most thankful to Walkers Tours/John Keells Group for giving me valuable opportunities. They allowed me to experience at a young age, various senior operational positions and leadership tasks during the early years of my career in the hotel industry. My direct and indirect connections with this largest group of companies in Sri Lanka over a period of 20 years, can be summarized as:

1973 – Bentota Beach Hotel
First, I was associated with operational people and tour guides attached to Walkers Tours in 1973 while working as a trainee waiter, barman and cook on one of my Ceylon Hotel School (CHS) internships. It was at what was then the best resort hotel in Sri Lanka – Bentota Beach Hotel. Soon after my graduation from CHS in 1974 I was recruited by Bentota Beach as the Trainee Executive Chef. In that role for a year, I associated with more Walkers Tours groups and Resident Managers and Tour Managers.
Bentota Beach was a popular meeting place for many young hoteliers from over a dozen of new hotels in Bentota and Beruwala. In 1975 at a hotelier’s party, I met Jayantha Silva who had been recruited to manage the first hotel to be operated by Walkers Tours – Hotel Swanee.
1975 – Coral Gardens Hotel
After a year, I was transferred with the promotion of Executive Chef (and Assistant Manager) of the sister hotel of Bentota Beach Hotel – Coral Gardens. There, I took my relationships with Walkers tour leaders to a new level. On most days, we catered for an additional 150 to 200 tourists who visited Coral Gardens Hotel only for lunch during their island-wide round trip with Walkers Tours. In consultation with the tour leaders, I planned standard, three-course lunch menus that could be prepared and served quickly, after their glass-bottom boat excursions to see beautiful coral gardens, Hikkaduwa was famous for.
I met an innovative and ambitious, young hotelier — Bobby Adams for the first time in 1975, two weeks prior to his departure from Coral Gardens, when I succeeded him. Bobby who was the Assistant Manager of Coral Gardens Hotel was joining Walkers Tours to open The Village, Habarana – the first hotel to be built by Walkers Tours. Just before Bobby opened The Village in 1976 as its Manager, Bobby called me from Habarana, “Chandi, why don’t you join me as the Executive Chef at The Village?” he asked. However, at that point, I did not accept his offer. A few years later, I worked for Bobby twice. When I married in 1980, he was my best-man. When I was 27, I became his deputy at John Keells. Bobby was the first Director – Operations for hotels at their corporate office.
1977 – One Week Tour with Walkers Tours
In the summer of 1977, Walkers Tours decided to organize a one-week-long coach tour around Sri Lanka for representatives from all hotels in Sri Lanka providing rooms to their clients. As the Assistant Manager and Executive Chef, I represented Coral Gardens Hotel in this tour. It turned out to be a fun-filled, thank you tour. It was a great, public relations initiative by Walkers Tours with their hotel industry partners.
Most members of the top team of Walkers Tours joined this trip. They included Sri Lankan travel trade legends such as Norman Impett and Nevil Arnolda. They were both Directors of Walkers Tours. I also got to be better acquainted with prominent, younger members of Walkers Tours family, such as Bobby Jordan and Jansi Ponniah, who joined the trip. They both were very friendly, efficient, dynamic and well-connected with the hotel industry.
The highlight of the tour was spending a couple of days at their then flagship hotel – The Village, Habarana. By then, Walkers Tours had a number of hotel management agreements, was managing Hotel Swanee, and was taking over the management of Hotel Ceysands. They were in the early stages of planning a hotel in Kandy which was called Kandy Walkinn (which years later opened as Hotel Citadel). My friend Bobby Adams was very happy to see me again. Both of us sat at the ‘Don Martin’s bar at The Village and had a long chat over a couple of drinks. Bobby was very convincing. “Chandi, you must join Walkers Tours, now!” he insisted.
1977 – Hotel Ceysands
The day after the one-week coach tour with Walkers Tours, Captain D. A Wickramasinghe (Captain Wicks, who later became my father-in-law), the new General Manager of Hotel Ceysands called and met with me. He explained that Walkers Tours had taken over the Hotel Ceysands management from the owners — Ceylinco Group. After a pause, Captain Wicks said, “Chandana, we are expecting 100% occupancy from the first of November, 1977 for six months. We need a good professional like you to join us at least by the first of October, to organize the kitchen, restaurant and bars within a month.”
Soon after that, I joined Walkers Tours as the Food & Beverage Manager and Executive Chef of Hotel Ceysands. At that time, I met Walkers Tours Managing Director – Sriyantha (Simon) Senaratna, and the Finance Director – Priya Edirisinghe, who handled the hotel expansion projects.
1979 – Swanee
Hotel Swanee wasn’t a well-planned, developed hotel. However, when Walkers Tours took over the hotel in 1975, they wisely invested in major upgrades for the hotel. They hired respected professionals such as Bevis Bawa, to upgrade and maintain the landscaping.
As the first hotel to be managed by Walkers Tours/John Keells, it was also an important learning journey for the group. In 1979 at the age of 25, I was proud to be promoted to be the Manager of Hotel Swanee. John Keells Group Chairman, Mark Bostock was very fond of me and arranged my first overseas training in his country (England) with Trust House Forte.
1980 – An Offer from a new Rival Company
I was surprised when Somaratne Silva invited me to his house in Colombo to discuss the Manger job offer for me to open Sigiriya Village, which was expected to be the main competitor for The Village Habarana. He was such an interesting man.
He talked about his training in the Netherlands, his work experience in hotels there, his recommending Bobby Adams for The Village and his positive observations about my work at Hotel Ceysands and Hotel Swanee. I nearly accepted that job, but eventually decided to continue with John Keells.
1980 – Ambalangoda Rest House
By 1980, Walkers Tours/John Keells was expanding its hospitality business by acquiring some smaller properties with management contracts. The group opened their second hotel in Beruwala — Hotel Bayroo, on a management contract, in the midst of various obstacles created by the village thugs. In addition to managing Hotel Swanee, I was asked to take over the Ambalangoda Rest House, to reorganize and improve its standards and to manage it.
1981 – Hotel Management & Marketing Services Limited
At the beginning of 1981, I was promoted again and was transferred to the John Keells corporate office in Colombo. I was the second in command of Walkers Tours/John Keells’ hotel company — Hotel Management & Marketing Services Limited (HMMS), as the deputy to Bobby Adams.

1981 – Temple Trees
Mainly owing to a personal relationship Bobby Adams had with then Prime Minister, R. Premadasa, the group commenced managing the Prime Minister’s official residence — Temple Trees. I released one of the departmental managers from Hotel Swanee — Fazal Izzadeen to become the Manager of Temple Trees.
1981 – Ceylinco Hotel
In Colombo, we had negotiated to take over the management of Ceylinco Hotel. “Chandi, I would like you to take over the management of Ceylinco Hotel and re-organize it”, Bobby informed me. He knew that I had a personal friendship with the Ceylinco Group Chairman, Lalith Kotalawala, which was useful in taking over Ceylinco Hotel.
1981 – Representing Walkers Tours as the Group Executive Chef in Hong Kong
In the midst of my busy schedule with HMMS, Bobby Adams entrusted me, on short notice, with a special assignment in Hong Kong. He wanted me to quickly plan and organize a large Sri Lankan and Maldivian food festival at the Hotel Furama InterContinental, Hong Kong. It was an important, two-week tourism promotional festival, in partnership with a number of organizations. They were represented by well-known leaders of the tourist industry, such as M. Y. M. Thahir of Walkers Tours, Pani Seneviratne of Ceylon Tourist Board, and Ahamed Didi of Universal Resorts, The Maldives.
1985 – The Village & The Lodge
Soon after my return from England in 1985, upon completing my graduate studies in International Hotel Management, I re-joined John Keells Group. I was appointed as the General Manager of their largest two hotels – The Village and The Lodge. I reported to Bobby Adams, and also worked closely on rates and financial aspects with Vivendra Lintotawela, who later became the Chairman of John Keells Holdings. On a day when all 260 rooms in both hotels were occupied, my management team in Habarana led providing hospitality and meals to 1,000 people — 520 guests, 120 tourist drivers and 360 employees.
In The Village, Somaratna Silva had cleverly created a rustic resort with an open concept with individual rooms appearing like small houses in a remote village. In The Lodge, two young Architects — Pheroze Choksy and Ismeth Rahim — continued the open concept, but with more sophistication. The end result was simply a masterpiece of architecture in two sister hotels, blending beautifully with nature, and the seamless delivery of world class hospitality.
John Keells/Walkers Tours, had created two iconic resorts, which were simply a delight for any hotelier to operate. I was fortunate to get that opportunity.
1985 – Habarana Farm
In addition to managing the two resorts in Habarana, I managed a large farm with the assistance of a qualified farm manager who reported to me. The farm cultivated vegetables and fruits to supply both resorts and used kitchen food waste to feed around 35 pigs raised on the farm.
1986 – Keels Food Product Distribution Operation
One day the Managing Director of Walkers Tours, Ken Balendra (later, the first Sri Lankan to be appointed as the Chairman of John Keells Holdings) called me and asked, “Chandana, don’t you have unused cold room facilities at The Lodge?” When I confirmed that we did, he assigned me some additional duties. “Look Chandana, we are commencing a new company – Keells Food Products, initially with mainly meat products. Our vision is to eventually make it the largest such company in Sri Lanka. We would like you to set up the food distribution network for Keells Food Products in the North Central Province.” I immediately hired a Food Distribution Coordinator, bought a large refrigerated van and commenced food distribution.
1986-1989 and 1990-1993
During my three years as the Director of Food & Beverage of the 500-room five-star Le Galadari Meridien Hotel in Colombo from 1986 to 1989, I realized the influence Walkers Tours had with most of the hotels in Sri Lanka. My colleague, Chandra Mohotti, the Director of Room Division of the hotel treated anyone from Walkers Tours as royalty, as their group business was valuable.
During my three years as the General Manager of Mount Lavinia Hotel from 1990 to 1993 we depended heavily on group bookings from Walkers Tours. I enjoyed working with them very closely, especially during the tour group contract negotiations held in Berlin, Milan and London during major travel trade events (ITB, BIT and WTM). After work we all socialized until the early hours in the morning. Those were memorable days.
I left Sri Lanka permanently in early 1994 to focus on my global career. Therefore, I had no direct connections with Walkers Tours/John Keells for nearly 30 years. However, during those three decades, when I visited Sri Lanka over 35 times as a tourist, as a guest of a few of their hotels, I continued to be impressed with the visionary developments, ambitious takeovers, innovative expansions and creative re-branding of the hotel business of Walkers Tours/John Keells.
Many board members and professional hoteliers have contributed to this remarkable journey, having many unprecedented successes. In spite of various macro level challenges such as the 26-year civil war from 1983 to 2009, Walkers Tours/John Keells hotels managed to survive and progress.
How Did Everything Start in 1973?
At the end of the day, it is still important to understand the humble beginnings of this hotel company and appreciate the pioneers who commenced that amazing journey… Continuing next week, with a question-and-answer format with the visionary leader who steered Walkers Tours to enter the hotel industry 50 years ago.
Features
Civilizational dialogue proving a remote possibility as realpolitik rages
Looking back over the years since the 9/11 catastrophe, it could be said that barring former Iranian President Mohammad Khatami no world political leader of note has made an earnest effort to change the nature of global political discourse for the better. Khatami won world acclaim for his pronouncement that the time is right to launch and sustain a ‘Dialogue among Civilizations’.
This was in marked contrast to US political scientist Samuel P. Huntingdon’s epochal theses, formulated in the wake of 9/11 and other global political tumults that the Post Cold War era is essentially one of conflicts among civilizations. That is, people’s identity markers, such as culture and religion, are the prime shaping forces of international conflicts.
From a Political Realism standpoint, Huntingdon’s theory may seem to have gained in credibility over the years but it is Khatami’s pronouncement that has evoked an empathetic response in the hearts and minds of publics world wide. So much so, 2001 was proclaimed by the UN General Assembly as the ‘Year of Dialogue among Civilizations’.
It could be said that the latter proclamation was an endeavour to give back to humans their essential identity of peace-makers. It was an eschewing of the position that war and conflict are central to the human condition and amounted to upholding constructive dialogue among peoples and civilizations as a path to peace.
That things have not worked out in the world in keeping with the expectations of peace makers does not in any way invalidate the thesis that peace is the essential propensity of humans.
If peace-making is seemingly ineffective it is primarily because the path to peace is narrow, tortuous and time-consuming. On the other hand, violence usually misleadingly recommends itself to the human as the more expedient, cost-effective way out of a conflictual situation. However, the ultimate cost of the latter approach is prohibitive because it brutalizes the human beyond recognition.
Some of the evidence is before our eyes. The Trump administration, for example, has, minus much forethought, unleashed what may be described as a ‘quick-fix’ war against Iran but is now finding that it is in a veritable military quagmire in West Asia. The priority for the administration now seems to be a face-saving escape strategy. Such are the costs of the war option.
However, there is no denying that much remains to be done by the world community to bring peoples and cultures together with a view to enabling them to work as one for the cause of a less dangerous world.
Meanwhile, the broad divisions in international politics continue and past political polarities are lingering to the detriment of enhanced international understanding. The East and the West and the South and the North, for instance, are continuing to work in separate collectives, more or less, and no notable efforts are being made by the international community to bring these sides together for the purpose of united constructive action that could usher greater international well being.
The recent Shanghai Cooperation Organization Summit, 2026, held in Kyrgyztan was a replication of the above broad trends but there were some statements at the forum by Indian Prime Minister Narendra Modi that deserve special scrutiny and comment.
Modi was quoted saying among other things: ‘The land of Gandhi and the land of Buddha share a single message: the path to peace!..We must move away from endless war towards an end to the war. This is essentially for the well being of humanity. A peaceful resolution to all issues at the earliest is the call of humanity, and this is India’s message.’
The above is the language of international peace and unity. It is such language that will help in building bridges among civilizations and advance the cause of world peace. Besides, it will help bring a measure of understanding between North and South.
In this regard, the Trump administration could take a leaf or more from the Modi government. Unless it makes a ‘U turn’, as it were, in the direction of peace and reconciliation it is very unlikely that the US and the world would experience any stability worth speaking of.
Right now the US is savaging the sovereignty of Venezuela. It is a question of the ‘Empire striking back’ but Venezuela is a far cry from Iran. Iran has outsmarted the US on the battle field and is in a position to influence broad trends in the world economy since it still has control over the Hormuz Straits. That is, Iran could exercise a determining influence over world oil, gas and energy prices. In short, the US consumer’s future peace of mind is very much in the hands of Iran.
Given the above backdrop it should have dawned on the US political leadership that working towards cordial relations with Iran is the most advisable option. The US, simply, has too much to lose otherwise.
Likewise, Russia too needs to take a leaf from India. It is plain to see that its invasion of Ukraine is proving totally ineffective. It has not brought any measure of peace for the Russian people. Russia is right now experiencing a rerun of its military misadventure in Afghanistan. On the other hand, sections of the peoples concerned have been victimized and even brutalized.
Accordingly, there needs to be a coming together of democratic opinion worldwide for a fresh consideration of the options facing humanity. There is a dire need for value-based politics to take the place of Realpolitik. Besides, the language of peace and humanity needs to replace current divisive discourse with its stress on polarities and antagonisms.
International organizations of the stature of the UN need to take the lead in spearheading the above initiatives. Right now the UN gives the impression of being a spent force. This columnist hopes that he would be proved wrong on this score because the UN remains the only hope of the poor and victimized. It will be in the interests of all peoples for the UN to rejuvenate itself and dedicate itself increasingly enthusiastically to the cause of international peace.
Whether it be the South or North, dynamic, visionary political leadership and direction emerges as essential. The need is for voices that would espouse peace and accord across boundaries and divisions. For South Asia, India and Pakistan have the potential to fill this lacuna.
Features
Sri Lanka’s constitutional test: Judicial independence beyond immediate political moment
by Shelton Dharmaratne
Sri Lanka has reached an important constitutional moment.
The proposed 22nd Amendment has moved beyond political debate and into the constitutional process through which its validity will be examined. That development should change the character of the national discussion.
That is understandable in a politically contested environment. But Sri Lanka should now resist reducing a question of constitutional design to a contest over political positions.
The deeper issue concerns the relationship between constitutional reform, judicial independence and public confidence in the institutions of the State.
The Supreme Court will determine the constitutional questions before it. Public commentators should therefore exercise restraint in predicting, interpreting or seeking to influence that determination. But restraint does not require silence. It requires a more rigorous discussion of the institutional principles at stake.
A narrower constitutional question than the political debate suggests
The proposed amendment principally concerns the retirement ages of judges of the Supreme Court and Court of Appeal, together with an increase in the maximum number of judges permitted on the Court of Appeal.
Under the proposal, the retirement age of Supreme Court judges would rise from 65 to 67 and that of Court of Appeal judges from 63 to 65. The maximum number of Court of Appeal judges would also increase from 19 to 24.
Other proposed changes concerning the retirement ages of judges in the lower courts arise under separate legislation. This distinction matters because the public debate has sometimes treated the wider package of judicial reform as though it formed a single constitutional proposal.
Nor should the central issue be reduced to whether retaining experienced judges is inherently good or inherently dangerous. Both propositions are too simplistic.
Sri Lanka faces a substantial burden of pending litigation, and delays in the administration of justice impose significant costs on citizens, businesses and the State. Experienced judges represent an institutional resource. Continuity, accumulated knowledge and familiarity with complex areas of law cannot always be replaced immediately.
Those are legitimate policy considerations.
But the opposing concern is equally important: judicial tenure is not merely an employment condition. It is a structural component of judicial independence.
The real question is institutional
The critical question is not whether an individual judge is capable of acting impartially. It is whether the constitutional structure provides adequate protection against circumstances in which judicial tenure could become connected, directly or indirectly, with political authority.
That is an institutional question, not an accusation against individual judges.
A judge may be entirely conscientious and independent while the institutional arrangements surrounding the judiciary nevertheless create public doubts about independence. Constitutional democracies therefore cannot depend solely on the personal integrity of office-holders. They must construct institutions capable of preserving independence even when governments, individuals and political circumstances change.
This is particularly relevant when constitutional reform concerns the tenure of serving members of the superior judiciary.
The institutional sensitivity of such a proposal should neither be exaggerated into an allegation of improper motive nor dismissed as irrelevant. The appropriate response is transparency, procedural fairness and confidence in constitutional safeguards.
Legitimate objectives do not settle constitutional questions
The government has stated that its objectives include strengthening the administration of justice, addressing delays, retaining judicial experience and increasing institutional capacity.
Those objectives deserve serious consideration. Sri Lanka needs judicial reform. Citizens waiting years for their cases to be concluded experience the justice system very differently from those discussing it in Parliament, courtrooms or universities.
A government is therefore entitled to propose reforms designed to improve judicial efficiency.
But legitimate objectives do not automatically resolve constitutional objections. The relevant question is whether the means chosen are compatible with the constitutional structure and whether sufficient safeguards exist against unintended institutional consequences.
That is precisely why constitutional scrutiny matters.
The concerns of the Bar Association of Sri Lanka (BASL) should likewise be examined without political labelling. Opposition to the proposed changes should not automatically be characterised as opposition to judicial reform or an attempt to obstruct the government. At the same time, invoking judicial independence does not place any argument beyond scrutiny.
The appropriate questions are straightforward:
Does extending judicial tenure strengthen the administration of justice?
What risks, if any, could it create for judicial independence?
Are adequate institutional safeguards in place?
Does the proposal operate prospectively, or does it affect judges already serving?
Could the same objectives be achieved by filling vacancies, increasing judicial capacity, improving court administration and strengthening case management?
These questions can be examined rationally without attributing improper motives to either side.
Judicial vacancies and institutional confidence
Recent concerns raised by the BASL regarding judicial vacancies add another dimension to the debate. The BASL has argued that vacancies in the Supreme Court contributed to the retirement of a senior Court of Appeal judge without promotion to the Supreme Court, despite vacancies having existed. It has also raised concerns regarding forthcoming judicial retirements and the need for timely consideration of appointments.
Such matters should not be treated as evidence of the motives behind the proposed amendment. They do, however, illustrate a broader principle.
Judicial independence is shaped not only by the retirement age written into the Constitution. It is also influenced by how vacancies are filled, how promotions are determined, how seniority and merit are assessed, and whether judicial officers and the public believe that institutional decisions are made according to transparent and defensible criteria.
The government has an opportunity to address these concerns constructively.
Prompt appointments based on publicly defensible principles would strengthen confidence in the judiciary irrespective of the eventual outcome of the constitutional debate.
Seniority, merit and transparent criteria
The controversy also exposes a longstanding question concerning judicial appointments.
Seniority has traditionally carried considerable weight in judicial advancement. Yet seniority alone need not be the sole measure of merit. Conversely, replacing established practices with undefined assessments of “merit” could create another institutional problem.
If governments or appointing authorities can determine which judges are sufficiently meritorious without clear and objective criteria, uncertainty itself may become a source of institutional anxiety.
Sri Lanka would therefore benefit from clearer, objective and defensible standards governing judicial appointments and promotions.
Such standards would protect judges as well as appointing authorities. They would reduce opportunities for favouritism, strengthen institutional confidence and make it harder for political actors to portray every appointment as politically motivated.
Institutional rules are stronger safeguards than assurances of good intentions.
The State is larger than any government
One principle deserves particular emphasis: a government is not the State.
Governments are temporary. The constitutional State is continuing. Political parties change, parliamentary majorities change and political priorities change. The judiciary, however, must continue to function independently of whoever occupies the government benches.
The judiciary is neither a government institution in the political sense nor an Opposition institution. It is an institution of the State whose legitimacy depends upon its independence from both.
For that reason, governments should exercise particular caution when proposing constitutional changes affecting the judiciary, even where the policy objectives are legitimate.
The stronger a government is politically, the greater its responsibility to demonstrate institutional restraint.
That is not political weakness. It is constitutional maturity.
Public confidence is a constitutional asset
The most consequential issue may ultimately be neither retirement age nor judicial capacity, but public confidence.
Courts do not possess political power in the conventional sense. Their authority rests substantially on the acceptance of their decisions as legitimate.
Citizens will sometimes disagree with judicial decisions. But where the judiciary is perceived as independent, even unpopular decisions can command respect. If judicial institutions are perceived as being shaped by political convenience, even legally sound decisions may become vulnerable to suspicion.
Constitutional reform affecting judicial tenure must therefore be evaluated not only by its immediate administrative benefits but also by its effect on institutional credibility.
A reform that produces short-term efficiency while weakening confidence in judicial independence could impose a greater long-term cost. Conversely, reform that improves efficiency while preserving independence can strengthen both justice and public trust.
The challenge is not to choose between judicial efficiency and judicial independence. It is to achieve both.
If a referendum arises …
If the constitutional process ultimately requires approval by the people at a referendum, the debate should rise above the conventional government versus Opposition contest.
The electorate should be given a clear constitutional question and sufficient information to assess it.
Citizens should understand what problem the amendment seeks to address, why the proposed mechanism is considered necessary, what institutional risks have been identified, what safeguards exist and whether alternative measures could achieve the same objectives.
A constitutional referendum deserves a higher standard of public discussion than an ordinary election campaign.
The people would not merely be choosing a political side. They would be deciding the institutional framework within which political power and judicial authority operate.
Beyond who wins
The most important question arising from the proposed Twenty-Second Amendment is therefore not simply whether the government succeeds or whether the Opposition and BASL prevail.
Nor is it ultimately whether judicial retirement ages become 67 and 65 or remain unchanged.
Those are immediate constitutional questions. The deeper issue is what Sri Lanka learns from the controversy.
If the government seeks to modernise and strengthen the justice system, that objective deserves serious consideration. If the BASL and others warn that particular reforms may affect judicial independence, those concerns deserve equally serious examination.
Neither side strengthens the country by assuming that the other is acting in bad faith.
The constitutional system is strongest when legitimate disagreements are resolved through institutions rather than political pressure.
Whatever the eventual constitutional outcome, Sri Lanka will still face the underlying challenges of judicial vacancies, case delays, institutional capacity, judicial appointments and public confidence. Those problems will not disappear with a judicial determination, nor should the national conversation end there.
Sri Lanka should instead seek a broader consensus around a fundamental proposition:
Judicial reform and judicial independence are not competing objectives.
The real challenge is to pursue reform in a manner that strengthens the judiciary without placing its independence under suspicion.
That requires sound legislation, transparent appointments, adequate resources, efficient court administration, responsible political conduct and safeguards capable of surviving changes of government.
The present controversy will eventually pass. Political arguments surrounding it will fade.
But constitutional arrangements can endure for decades.
That is why Sri Lanka must look beyond the immediate political contest.
The ultimate test is not who wins today’s constitutional argument. It is whether, when the political moment has passed, Sri Lanka has a judiciary that is more efficient, more accessible and more trusted—while remaining sufficiently independent to hold every government, including future governments, within the boundaries of the Constitution.
Features
Farewell to a Fashion Icon
Sri Lanka’s fashion world lost one of its brightest stars Monday morning – veteran model, actress, and elite pageant trainer Chulpadmendra “Chula” Kumarapathirana.
Her sudden demise has certainly come as a shock to many.
Chula had just completed a major event on Sunday (30th August), and was no more in the land of the living the following day (31st August).
Born in Colombo, she was an old girl of Buddhist Ladies’ College and later studied at the National Institute of Business Management, and has many awesome achievements to her credit.
In 2006, she won the “Miss Tourism Model of the World Press Award” in Tanzania.
She entered the entertainment industry, as an actress, and gained popularity through the teledrama “Wahinna Muthu Wessak.”
Chulpadmendra has been on TV, and many Sri Lankan hip-hop music videos, including “Hanthane” and “Heena Hirimal”, and has had several other minor acting jobs since then.
She hosted the Derana Miss Sri Lanka for Miss World 2008 and even participated in the reality TV show Sirasa Dancing Star.
For over 25 years Chula was active in local and international fashion and founded the Chulpadmendra Catwalk Studio to train young newcomers
She trained hundreds of models for runway, photoshoots, auditions, and international pageants.
She was known as a fierce mentor who believed in “not just learning to walk, but learning to command the runway”.
Many young models called graduating from her studio their “happiest moment.”

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