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A CHEF IN LOVE – Part 37

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CONFESSIONS OF A GLOBAL GYPSY

By Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada

Founder & Administrator – Global Hospitality Forum

chandij@sympatico.ca

A Romantic Ushering of 1978

Hotel Ceysands enjoyed a 100% room occupancy on December 31, 1977, and as the Executive Chef and the Food & Beverage Manager of the hotel, it was a very busy day for me. I enjoyed every minute I spent leading my teams to deliver an ambitious 133-item buffet and champagne service for the New Year’s Eve dinner dance. My partner for the dance, the hotel General Manager’s teenage daughter, reminded me a few times, not to be late ushering in the new year, 1978 with her. She seemed anxious to tell me something special by midnight. She was worried that I was still in my chef uniform carving meats for late comer guests at 11:00 pm.

Shani was relieved to see me changed into a suit just before midnight. That was our very first dance. Every time we partnered to dance over the next 16 years at New Year’s Eve dances at different hotels in different countries, we laughed at how nervous we were on that memorable New Year’s Eve dance ushering 1978. Also, it was because her parents watched us like hawks. At midnight we managed to escape from their view to a less visible corner of the dance floor. We then declared our deep love for each other.

Meetings and Partings

The entire management team of the hotel met for all three meals everyday towards the end of each meal service to guests. A table for ten was arranged for us. Seven managers and two or three manager’s wives joined the executive table with Shani. We hardly had any formal management team meetings but used the meal table to talk about urgent matters. It was like one big family. From early 1978, Shani always kept the seat next to her strictly reserved for me.

I worked the whole day from morning till night almost every day during the tourist season. After lunch service, I relaxed a little by going for speedboat rides, playing some tennis, walking on the beach or playing cards with Shani and her mother. That tourist season was memorable in many ways. Towards the end of the season, I was saddened to hear that Shani and her mother would be away for nearly six months from April, 1978. They departed on a European trip visiting family and friends, mainly in England, West Germany and Austria.

During the tourist off season, the hotel occupancy came down drastically. Walkers Tours arranged a familiarising tour in Europe for the General Manager – Captain D. A Wickramasinghe (Wicks) and the Hotel Manager – Alan Silva. They planned to be away for two months. Terrence Hopman (Hoppy) who was the Executive Chef before me, returned after six months of sick leave. Hoppy and I were promoted to Assistant Managers. I continued to manage kitchens, restaurants, bars and stores. Hoppy was in charge of the other operational areas – front office, house-keeping, laundry etc. Soon after that, Hoppy and I were appointed to be Acting General Managers in charge of the hotel for two months.

Two Acting GMs

Those two months were filled with a lot of fun, some new learning experiences and a couple of mistakes as well. Hoppy and I shared one office and we did our inspection tours together. We were a perfect team. At times, I over did some pranks that angered Hoppy. However, I was quickly forgiven and we became friends again. Those days during the tourist off season with very low occupancy were boring and we had to entertain ourselves somehow.

Captain Wicks was a good delegater. He entrusted Hoppy and I to manage several special projects while he was away. We were given many assignments. Most of our time was spent preparing a detailed salary scale for all jobs, drawing up complete lists of all supplies for the whole year, developing purchasing specifications for all small operating equipment plus coordinating maintenance projects. Having done all that work, I learnt some new skills. Gradually I became confident and convinced that I was now fully prepared to become a hotel manager.

One day, Samaranayake (Sam) took Hoppy and I on a tour of the boats and maintenance areas. He briefed us as to how he intended doing major repairs to the hotel pontoon which had a carrying capacity of 60 passengers. Having spent his entire career in the Navy and recently retired with the rank of Master Chief, Sam was very knowledgeable about such projects. Seven years later when I became the General Manager of the 260-room, 40-acre Habarana Hotel Complex (The Village, The Lodge and Keells Farm), Sam worked on my team as the Maintenance Manager of one of the hotels. Sam was a very loyal team member.

At the end of our tour, we sat on the docked pontoon to enjoy a beautiful sunset. Hoppy reminded me that the hotel had 0% occupancy that evening. “Let’s have a drink on the pontoon”, Sam suggested. I said, “OK. Good idea. I will ask the kitchen to make some devilled beef and spicy chicken wings for our bites.” I have a full bottle of rum and a half bottle of brandy in my apartment. I will ask a room boy to bring those to the pontoon.” Hoppy made a contribution to a boring evening that turned into a “fun-filled” booze party.

So far it was good. Then came the wrong decision when Sam said. “Let’s see who can drink most of the rum and brandy and still stand straight.” The moment Hoppy and I accepted that challenge, Sam threw the tops of the two bottles into a nearby garbage can. Around 10:00 pm we had finished all of the rum and brandy. When we tried to stand up straight both Hoppy and I couldn’t do it. The cool breeze of the Bentota river and the uneven floor of the docked pontoon were not helpful. That evening I learnt two lessons. Never get drunk at your workplace and never accept a challenge to drink from a sailor!

Our next project was a sober and religious act. As the Acting General Managers, Hoppy and I encouraged the employees to build a small but unique Vesak pandal on the river. We built seven floating structures in the shape of lotus flowers with Prince Siddhartha walking on them. During the low season, it was important to keep the employees motivated with exciting projects. This initiative was also well supported by the local residents who were predominantly Buddhists.

An Opportunity at Queens Hotel

In spite of my playful nature, since I was 20 years old, I was very responsible during the number of acting periods as Manager/General Manager at three hotels (Havelock Tourinn, Coral Gardens Hotel and Hotel Ceysands). That experience gave me the confidence needed to aim to be become a Hotel Manager. I was hoping to get a promotion within John Keells group, but there was no opening on the horizon yet.

One day, I saw a large newspaper advertisement for the post of Manager of Queens Hotel, Kandy with a good salary scale between Rs. 1,750 and Rs. 2,250. They also advertised the post of Executive Chef. Queens Hotel in 1978 was managed by the government owned Ceylon Hotels Corporation (CHC). Although leaving John Keells within one year of service to join CHS was not wise, I applied for the post of Manager of Queens Hotel any way. I had two goals for that action. I wanted to get some experience doing a hotel manager interview and to also send a signal to my employer that I was ready for a promotion.

The Queens Hotel situated in the heart of Kandy and parts of the building had a rich history of nearly 200 years. When the Kingdom of Kandy finally fell into the hands of the British invaders in 1815, this famous building was converted into a mansion for the British Governor of Ceylon. In 1840 it had become Stainton Hotel/Hostel and eventually in 1869 had become Queens Hotel. It had a similar history to Mount Lavinia Hotel and a large team of unionized employees similar to Coral Gardens Hotel. I thought that my experience in those two legendary hotels made me a good candidate for the position.

A Strange Interview

Around late October in 1978, I was called for an interview by the owners of Queens Hotel. The interview was held in Colombo at the CHC head office. When I arrived for the interview, I was surprised to see 14 other candidates for the Hotel Manager post had all been called at the same time. Although I did not have very much experience with interviews, common sense told me that it was a mistake, as there was no confidentiality for the candidates. As I knew all of the short-listed candidates, I commenced talking with them.

I was the most junior and youngest person among those 15 candidates. Some of them were many years my senior from the Ceylon Hotel School including a former lecturer of mine, who always resented my pranks and guts. Most of them were hotel managers of properties less prominent than the Queens Hotel. They looked surprised that I was called for an interview and competing with them. I felt that I had no chance in outperforming them but nevertheless, I wanted to go through the interview just for the experience. My plan was to finish the interview and rush back to Hotel Ceysands by mid-afternoon to prepare for the evening barbecue. After waiting two, long hours in the waiting room, I observed that only a handful were called into the boardroom where the interviews were held.

At that point, I went to the secretary who was seated outside the boardroom and in charge of calling the next candidate. When I checked where my name was on the list, I realized that I was number 15. I would be called last! “Miss, I did not budget six hours to wait here for an interview. I must get back to Bentota to work this afternoon. Please remove my application. Good bye!” I told her firmly. She was concerned. “I am very sorry to hear that, please don’t leave. I will call you next.” Immediately she changed the order.

Five minutes later I was called into a smoke-filled boardroom where seven older gentlemen were seated around the board table. I knew of a few of them. They were board members of two organizations – Kandy Hotels Co. Ltd., and CHC. As I was there mainly for the experience and had no chance of competing with all the other mature candidates, I was strangely relaxed and not nervous at all.

After a series of the usual questions about my experience and current duties, the Chairman of the selection board asked me an important question. “What is the salary you have in mind, if you were selected as the Manager of Queens Hotel?” he asked. Without batting an eyelid, I said, “Rs 2,250.” There was total silence among the seven distinguished gentlemen.

After a lengthy pause, the Chairman of the interview panel asked, “Do you realize that what you are seeking is the highest point on the scale?” When I said ‘Yes”, I was asked to justify why I should be paid at the highest level on the salary scale. I had to think quickly to give an intelligent answer with a justifiable rationale.

“I see that you are also looking to recruit an Executive Chef. The average guest stay at Queens is two days and most of the guests are on a full-board or half-board meal plan, I showed that I have done my research. Therefore, Queens Hotel requires only four good rotating menus. If you hire me, you won’t need to recruit an Executive Chef. As the Manager of the hotel, I would be happy to supervise the kitchens. With that the company will save Rs. 1,200”. When I made that remark, there weren’t any more questions from the panel. After a quick round of firm handshakes, I left.

Creative Negotiations

On my way to Bentota I was convinced that I would never hear from that board, as I felt that I had been too arrogant at the interview. A few hours after I had returned to Hotel Ceysands, I received a telegram which read: “Congratulations! You are selected as the Manager of Queens Hotel. Please confirm a date to commence at your earliest.” A couple of days later, I received the contract letter confirming my salary of Rs. 2,000. That was an excellent salary in 1978. I was only 24 years old and ready to negotiate with John Keells Group.

That evening I broke the news to Captain Wicks. He was shocked and said, “That’s a very good job, but we cannot let you go.” I smiled and replied, “Captain, I will stay if you can match the position and the salary.” Next day early in the morning he left for John Keells head office and came back in the evening with an offer. John Keells had decided to promote me to the Manager of Hotel Swanee with a salary of Rs. 2,000 within the next three months. There was one condition – until a successor was recruited, I would overlook the Hotel Ceysands kitchens until the end of the tourist season on 31st March, 1979, while managing Hotel Swanee. Of course, I agreed. I liked the challenge of doing two jobs concurrently, something I eventually did for most parts of my long career in hospitality.

A Proposal for the Future

When Shani returned from her European tour, I was surprised that she had learnt to speak German and did her first job when in London. She was pleased that I had decided to be the Manager of nearby Hotel Swanee instead of Queens Hotel in Kandy. In spite of a busy six months, we spent without seeing each other, we felt that our souls have gotten closer than ever before. We decided to take our love affair to the next level.

With some courage I approached my boss, Captain Wicks and asked for his daughter’s hand in marriage. He was speechless for a few minutes, and then said, “Chandana, Shani just turned 18, and is too young to get married. She is our only child. I need to consult my wife.” After some further negotiations we agreed that Shani and I will get engaged in 1979 and marry in early 1980 when Shani is 19 years old.



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Civilizational dialogue proving a remote possibility as realpolitik rages

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Political leaders at the Shanghai Cooperation Organization Summit 2026. (Photo by PROKOFYEV / POOL / AFP)

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.

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Sri Lanka’s constitutional test: Judicial independence beyond immediate political moment

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Superior Court Complex, Colombo

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.

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Farewell to a Fashion Icon

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Chula was very fond of The Island newspaper and kept in touch with us on a regular basis (L) / Chula: Sent us this photo for Glam Scene, just a couple of weeks ago (R)

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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