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A massive mill becomes a mini-city

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by Sumi Moonesinghe narrated to Savitri Rodrigo

Believing strongly in the Premadasa ideology of sustainable development long before it became a buzzword, I began working even more closely with him once he was elected President. I had erected a statue in memory of Dr. C W W Kannangara, the Father of Free Education in Sri Lanka, in Matugama. It was Kannangara, as the Minister of Education in the State Council in the 1940s, who introduced extensive and very progressive reforms to the education system which included universal education. I was one who had benefited from his free education policy from my primary and secondary schooling, all the way until earning my degree at a prestigious university. This statue was a debt of gratitude to him.

I had been working on the Trincomalee Development Plan, my pet subject then and now. When the statue was ready in April 1993, I invited President Premadasa to unveil it and also presented him with the Plan. Having read the plan, he summoned me for a meeting on Monday morning at 9 am at his home, Sucharita. Chairing the meeting, he introduced me to everyone in the room and then asked his long-time confidante and Secretary R. Paskaralingam to continue the meeting, while he left to administer his political agenda.

The President’s methodology in running the country was to leave the administration of the Government to the bureaucracy. He never interfered with daily operations. Paskaralingam was the perfect foil for the President’s strategy as, having bees a civil servant all his life, he was well versed in administrative procedures and was known to take immediate decisions.

Just before leaving the meeting, the President told Paskaralingam to appoint me Chairman of the National Development Bank (NDB). NDB was a State-owned development finance institution founded in 1979 but changed course in early 199L The bank was privatized and debuted on the Colombo Stock Exchange in February 1993 with a very successful IPO. It was while NDB was on the cusp of this change that President Premadasa wanted me appointed as the bank’s Chairman.

However, prior to my appointment being made official, President Premadasa was killed on May 1. With the various administrative changes that ensued, I was instead appointed a Director of the Board. The CEO of NDB was Ranjit Fernando – who had been at the bank from its inception in 1979 – and by 1989, had gained a seat on the Board of Directors as well. Into our board formula was added a mix of Government and private sector experts. From the private sector were industry captains S K Wickremesinghe, Sri Nagendra, Hemaka Amarasuriya and Ravi Thambiayah, and Central Banker Manik Nagahawatte and Treasury Secretary Baku Mahadeva representing the Government. As is evident, I was once more the only woman in that male-dominated boardroom.

It was at an NDB Board meeting that I first met Dhammika Perera, who through the years built one of the largest business conglomerates in Sri Lanka, and is one of the richest men in country today. NDB was one of his initial forays into Sri Lanka’s corporate boardroom.

While the IPO had been successful, sometime in 1993, the NDB share dropped to Rs. 45 and Dhammika approached General Manager of Seylan Bank Rohini Nanayakkara with a request for a loan to purchase 10% shareholding in NDB. The loan was granted and as a result, he became NDB’s largest shareholder. However, despite being the single largest shareholder, there was no move to appoint him to the Board. I found this unfair and vociferously campaigned to get him a seat on the NDB Board. It was an uphill task fighting the old boy’s club but I appealed to the principle of being just and fair and Dhammika was appointed to the Board.

When he arrived for his first Board meeting, I went up to the door, welcomed him and gave him a seat next to me. After the meeting, I invited him home for a meal and on the way, relived the time he came to Colombo as a very poor young man. “There were days I had no money to buy lunch and I walked miles because I had no bus fare.” We struck a chord because his hard life and his hard work to climb the ladder, resonated with me.

We shared stories and developed a cordial friendship that lasted far beyond our days at NDB. A very smart man who absorbed information like a sponge, he read every single board paper before he came for a meeting, knew the list of debtors by heart and would come up with practical solutions for various problems. Many years later, when he moved to his home at Albert Crescent, he telephoned me and said, “I am now your neighbour. Come over for dinner.” Anarkali and I joined his wife and three daughters for dinner one evening.

Dhammika is a man with no airs, speaks his mind and is a wealth of information. I was very impressed by him, because he is a person who, though amassing plenty of wealth, knows the value of education and hasn’t forgotten what it’s like to go hungry. He has worked on that promise he made to himself to make education accessible to everyone, very similar to Kannangara’s policy, by adding various initiatives into the education system. DP Education which he launched as an educational television channel is one such.

Although I was occupied with various projects, I did have bad days when I realized that Susil was no more by my side. Sri Lanka held many memories for me and my escape route was London. After our separation, I spent an inordinate amount of time in that city, because it was my second home, embracing me with a familiarity that made me feel secure.

Having relied on Susil for nearly every major decision in my life, the shock of the separation and consequences had sapped some of my confidence. Ranil Wickremesinghe, who was by then Prime Minister and knew me from J R’s days, may have had some intuition about how I vacillated from good days to bad days, and that my confidence teetered more often than not. He also knew my capabilities and my educational background. He asked me to take over as Chairman of the Ceylon Electricity Board.

I’ll always be grateful to Ranil for the offer because it really did give me a confidence boost.

I was well qualified for the job, there was no doubt about it and the engineers at the CEB wanted me to take on the post of Chair. The CEB was a loss-making entity and I was very confident that I could turn it around. I didn’t waste a day after I was offered the job and started reading up the various plans and papers to get myself up to speed.

In fact, I even met the Country Head of the IMF at the time, Nadeem Ul Haq, and had some informal discussions with the trade unions about turning the CEB around. The plan was to connect the Indian and Sri Lankan grids, with funding of USD 75 million from the IMF. We would purchase electricity during peak hours, but sell our excess to India. Plans were in motion and I assumed my appointment was a done deal.

However, what I didn’t realize was that cogs had begun turning elsewhere to halt my appointment. The General Manager of the CEB at the time, who was a batchmate of mine in the university, was not in favour of having me as his boss. There was no reasoning, just that he didn’t want me there. I didn’t know about this spoke in the wheel and was readying to sign on the dotted line no sooner I returned from my holiday to Prague and Budapest with Rohini Nanayakkara.

It was Karu Jayasuriya who was tasked with confirming my appointment but when I did meet Karu on my return, he explained the conflict that had arisen. I was truly surprised because I didn’t think any of my batchmates would have a problem having me there. Karu made excuses for the GM’s inanity and I walked away thinking, “What a shame. The country could really benefit if this plan was brought into play.”

Ranil had obviously been informed of the developments because a few days later, his close friend Malik Samarawickrama telephoned me. “The Prime Minister wants you to take over the chairmanship of Bank of Ceylon,” he said. I wondered if this would be yet another CEB fiasco and asked him so, to which he replied that the appointment was already official.

I had been on the Board of NDB since 1993, something I thoroughly enjoyed and reluctantly resigned from that due to a conflict of interest. In December 2002, I took over as Chairman of Bank of Ceylon reporting to President’s Counsel K N Choksy who was Finance Minister. When I met the Minister, he made one thing clear. “Mrs. Moonesinghe, this is a non-executive post but I want you in the bank full time, which means the whole day. I need someone to be hands-on.”

As was my habit, I always did my homework on any undertaking. When I walked into my office at BOC, I had already studied the workings of the largest State bank in the country with its 525 branches. There were anomalies I wanted to rectify. The first was efficiency. I commissioned a tender to network all 525 branches around the country. I wanted the whole process to be open and transparent.

After the bids were called, I shared all the proposals with each bidder. I was also aware of how tenders worked, having been in the tender business most of my life. I let it be known to the bidders that while the software was cheap, companies charged high for ownership and maintenance. So the evaluation process had to be done with great clarity. The tender was awarded to Fiserv Inc, a Fortune 500 company renowned for their cutting-edge technology in financial services.

When the minutes of the previous meeting were read at my first Board meeting, the minutes stated that the BOC non-performing loans from the Government amounted to a considerable Rs. 13 billion. After some discussion, the Board had decided to sue the Government. I was quick to point out however that this would be a futile exercise.

“How can we sue the owner?” I asked. “The Government owns the BOC.” But I also had a solution. “The Wellawatte Spinning & Weaving Mills land is lying abandoned and has not been used for 20 years. Shall we try and recoup our money using that?” I had a multi-pronged plan.

I spoke with Prime Minister Ranil Wickremesinghe and told him about the Rs. 13 billion NPL in our portfolio owed to us by the Government, as well as the Rs. 1.5 billion which the Shipping Corporation owed BOC. I suggested that the Spinning & Weaving Mills land be handed over to BOC in lieu of the Rs. 1.5 billion. We had already done the valuation of the land and although it was worth only Rs. 750 million, I surmised it was something better than nothing. He gave the green light and I put the next phase of my plan into place.

I wanted to develop the land, which meant I needed a real estate developer. From our days in Singapore, I had always kept abreast of that country’s developments and an individual who continually showed up on my radar was real estate developer Tao Shing Pee or S P Tao as he was known. I had followed his career primarily because he was a keen investor in Sri Lanka. S P Tao is internationally renowned in real estate development and founded Singapore’s Shing Kwan Group.

When the Singapore government encouraged Singaporeans to invest outside of their country, S P Tao was the only investor who saw potential in Sri Lanka. He is famously known to have said that he looked for two ingredients in the countries he invested in: “The rule of law applies and there is freedom to express oneself. And in Sri Lanka that is the greatest sovereign value.” This was S P Tao’s rationale for setting his investment roots down in Sri Lanka way back in the 1960s when he shipped rice from Burma to Sri Lanka, fell in love with Sri Lanka and made his first million in US Dollars, in that order.

He also had a 25% stake in the Ceylon Shipping Corporation. Unfortunately, Finance Minister N M Perera in Mrs. Bandaranaike’s Cabinet told Tao he was not suited to the workings of a socialist set up. Tao didn’t hesitate. He got rid of his 25% stake and left Sri Lanka for a while.

On President Premadasa’s diktat, his trusted emissary Paskaralingam was dispatched to Singapore to persuade Tao to return. Tao’s love for Sri Lanka was so strong that despite a raging war, he needed little persuasion. Shin Kwan acquired Overseas Realty Ceylon and began the development of the World Trade Center in Fort.

S P Tao was also a customer of BOC. He had placed USD 6 million, his family’s cash assets, in a fixed deposit at Bank of Ceylon which was earning a very high interest rate. The Bank had structured an RCCPS loan — Redeemable Convertible Cumulative Preferential Shares against that FD – which was a first for Sri Lanka at the time. The structure was such that if there was no capital repayment or interest for the tenure of this instrument and the loan remained unpaid on maturity, BOC would receive ORCL preference shares, valued on the day of conversion. When I checked, the share price was less than Rs. 5 and ORCL owned 95% of the shares. In the larger scheme of things, the RCCPS loan was useless to BOC.

I asked the General Manager to arrange a meeting with S P Tao, who flew down from Singapore for the meeting with me. I introduced myself and with my usual forthrightness said, “Mr. Tao, I’m a businesswoman; not a banker. I don’t want your stocks and shares. Your loan is a distressed loan and it is non-performing, which means we can take over your property. But I’m not going to do that. My inquiries reveal that you are selling your floors at the World Trade Center at USD 160 per square foot. So here’s how we’ll move forward.” I told him I want the floors at the distressed value of half the price – USD 80 per square foot.

The amazing characteristic of great business leaders is they take calculated risks, which was evident in how Tao had invested in Sri Lanka. These leaders also know when to cut their losses and make a deal to trigger a win-win formula. He agreed to my price of USD 80 per square foot and BOC took over eight floors of the WTC in lieu of the loan. We rented it out to the Board of Investment. I also had plans to open a Premier Centre for BOC on the ground floor.

I knew S P Tao was a man I could work with and it wasn’t just the floors at the World Trade Center that I wanted. It was now time to set the next phase of my plan in motion. I telephoned him again, this time with an investment prospect for the Wellawatte Spinning & Weaving Mills land which was an idle asset, unused for over 20 years and not even used as a car park.

“The BOC has 18 acres of undeveloped land in an excellent location in Wellawatte,” I said. “Would you like to take it over for a mixed development project like those projects in Singapore? Sri Lanka doesn’t have any project resembling one and yours will be the first.”

I had does my homework and knew the visibility Tao had in property development in Singapore, specifically having developed famous hotel complexes including the Marina Mandarin and Pan Pacific. This was his strength. He accompanied me to see the land and once he saw the location, I knew he was in and thus began the genesis of Havelock City.

Unfortunately, my tenure at BOC ended rather abruptly. The uneasy alliance between President Chandrika Kumaratunga and Prime Minister Rand Wickremesinghe’s government ended in 2004 when Chandrika hijacked the government with JVP support, resulting in all Ranil’s appointees vacating their official posts.

However, I learned much from my discussions with S P Tao a visionary human being whose thought process was way ahead of his time. Even though he left an indelible presence in the landscape of Colombo with the World Trade Center and Havelock City, his business path in Sri Lanka was not easy, continually fraught with challenges. In 1997, he had weathered his World Trade Center towers being blasted by two truck bombs detonated by the LTTE, but the quality of workmanship and construction was proven when the towers showed minimal structural damage.

Much later, long after my tenure as Chairman of BOC, he also had issues with the subsequent management of BOC which owned 40% of Havelock City. Continued spokes resulted in the project being unduly delayed. As a last resort, he acquired the BOC shares so he wouldn’t be encumbered with continuing problems, although that buy-out gave BOC a hefty profit, way above market value.

He wrote a letter to me once, stating, “Sumi, had you remained the Chairperson of BOC, I would have completed the entire project in three years. Instead it took over a decade to complete.”

An investor of lesser grit would not have remained in Sri Lanka but he did. Such was his loyalty and love for this island. China, Hong Kong and Singapore had so much more to offer with an enabling policy and environment. In fact, Tao’s first foray into China was in Nanjing, the capital city of China’s Juangsu province where he developed the 800-room Jinling Hotel, and this city conferred on him the status of Honorary Citizen of Nanjing for his business achievements and philanthropic initiatives. It was also in this city that Tao spent his last days before his demise on August 24, 2021. He was 105 years old.

My heart was filled with sorrow when I heard of him passing away. Besides being the Chairman of Shing Kwan Group at the time of his death, he was also the founder and patron of Jiangsu Tao Shing Pee Education Foundation and Jiangsu Charity Foundation. This grand old man had lived his life to the fullest, doing what he loved best and being in places he loved, dark times notwithstanding. I felt truly blessed to have known a man of his stature in my lifetime, a man who was a true friend to Sri Lanka, who took a gamble on a war-ravaged underperforming country and created wealth and iconic real estate value.



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Features

Eastern University and the making of a culture of peace

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by Jehan Perera

There is an important change in the way peace is being understood in Sri Lanka. The notion that peacebuilding is not simply the responsibility of governments, politicians and peace organisations, but is also a responsibility of educational institutions, appears to be permeating the consciousness of at least a section of the academic community. This was visible on International Peace Day at an event held at Eastern University by the Faculty of Health-Care Sciences. The event was unusual not least because the medical and nursing faculty of the university had decided that peacebuilding was relevant to its academic and professional responsibilities.

Peacebuilding has too often been treated as something undertaken after conflict, when the fighting has stopped and the immediate task is to rebuild relationships between communities. But peace cannot be sustained by governments and peace organisations alone. If it is to become long lasting, the values and practices of peace have to become part of the institutions through which a society educates its younger generations. Universities and other educational institutions are therefore important to peacebuilding. They are among the places where the foundations of a culture of peace can either be built or neglected.

The experience of the Faculty of Health-Care Sciences at Eastern University provides a practical example of what this can mean. Led by its Dean, Prof Thillainathan Sathaananthan, the faculty organised an event which went beyond the ordinary academic scope of a medical faculty. University academics are experts in writing project proposals and applying for research grants. On this occasion, the members of the Faculty of Health-Care Sciences used those skills to apply for a UNESCO grant that they won to conduct an International Peace Day event. The significance lies less in the Rs 200,000 grant than in the decision to use the university’s institutional capacity and resources to invest in peacebuilding. The event at Eastern University needs to be understood as more than a successful university programme. It represents a possible paradigm shift in peace thinking.

Institutional Commitment

The Peace Day event obtained the support of the university administration, including Vice Chancellor Prof P Peratheepan, and reached out to secondary schools in the vicinity to mobilise their attendance. The event itself was meticulously organised. There were cultural items including traditional and modern dance and song in the three languages, performed by combinations of solo, duet and multiple singers, dancers and actors drawn in part from nearby secondary schools. There was a panel discussion by senior academics on the general theme of peacebuilding and how to prepare for it. A discussion among the students followed, where each student spoke on behalf of a religion that was not theirs. This is significant because peacebuilding cannot remain an idea discussed by specialists at conferences. It has to become part of the way institutions educate and prepare people for life in a plural society.

The Faculty of Health-Care Sciences at Eastern University has provided a model through its Peace Medicine course modules that were introduced to the curricular as a compulsory core course over 10 years ago. Two senior academics, Dr Kuveriel Eliyas Karunakaran and Dr Thillainathan Sathaananthan, have written a book on “Peace Medicine- A Health Care Concern” that was published five years ago. Its Peace Medicine Module integrates principles of medical ethics, compassion, equity, social justice and community engagement into health education and practice. In his introduction, former Vice Chancellor of Eastern University, Prof T Jayasingam noted “This book is an introduction to a theme which had already been operating in the Faculty of Health Care Sciences as a course.”

Doctors, nurses and health workers know better than anyone the harm that war and violence does. They are the people who treat the wounds and trauma that violence leaves behind. In a hospital, a patient is not asked what their religion or ethnicity is before they are treated. Health care is one of the places where peace is practised every day. The Faculty has therefore found a way of connecting its professional responsibilities with the wider social responsibility of peacebuilding. The question is whether this experience can be replicated throughout the country, at universities and at other educational institutions, so that peacebuilding becomes part of the consciousness of education itself. If that happens on a sufficient scale, it can begin to generate a culture of peace that becomes increasingly difficult to reverse.

Local Action

The Eastern University event corresponded closely to the United Nations theme for this year’s International Day of Peace, “Invest in Peace – For Everyone, Everywhere, Every Day”, which honours the “everyday architects of peace”, people driving local action, laying the groundwork for stability and building lasting peace from the ground up. The emphasis on investment is important. An investment means that something is put in: time, courage and resources. There is no more violent conflict in Sri Lanka today. But the absence of war does not automatically produce a culture of peace. The factors that fed the country’s conflict have not disappeared from the world. Racism, corruption and the violation of laws and human rights are the raw materials of conflict. So too are unresolved grievances, discrimination and the failure to recognise the suffering of others.

A country that does not deal with its past does not escape it. The past can return in the next generation. This is why the experience of Eastern University needs to be replicated countrywide, both at universities and at other educational institutions. The objective should not be to turn every academic discipline into peace studies. Rather, peacebuilding needs to become part of the consciousness of education itself. Eastern University shows that a medical faculty can develop Peace Medicine. A law faculty can examine the relationship between justice, rights and peace. Faculties of education can prepare teachers to work in diverse communities, while the humanities and social sciences can examine the different narratives through which communities understand their histories. Every institution can find its own way of making peacebuilding relevant to what it teaches.

Sri Lanka has had many declarations, pledges and programmes in the past. What matters is whether these produce changes in behaviour and institutional practice. Peacebuilding requires confronting difficult issues rather than avoiding them. It requires respect for different identities, but also engagement across those identities. It requires dealing with grievances in the present while also addressing unresolved issues from the past. It requires truth, accountability, reparations and guarantees of non-recurrence. It requires people to learn that the rights of another community do not diminish their own rights. The International Peace Day event at Eastern University was evidence of a change in the way at least some academics in a part of the country deeply affected by war are thinking about their responsibilities. Peace needs to be invested in and the most important investment will be in the minds of those who will inherit the future.

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Quality assured education commodities

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by Ahilan Kadirgamar

I have always noticed the little paper tags that are inside the packaging of some products that say quality assured or quality control. I often wonder who might have checked the product and stamped that tag, but I also forget the tag soon enough. Decades later, when I entered academia, I was taken aback by the emphasis placed on quality assurance in our universities. It is not something that could be forgotten and done away with; the entire university system is obsessed with quality assurance.

Beginning with the staff induction programme, quality assurance is drilled into the newly recruited lecturers. It is the norm, not seen as doing any harm and only trying to improve quality. It is accepted as given, and not questioned. Quality Assurance Cells and Committees are omnipresent and hover above the Departments and, at times, even the Faculty Boards. Quality Assurance reviews are feared by the Deans and Vice Chancellors. University life itself seems secondary to the rule of quality assurance. What do we make of this system of quality assurance and what are its implications for our university system?

Corporate speak

Universities globally have been going through major changes with neoliberal education policies. In many countries, universities increasingly became corporatised to be run like businesses in the 1980s. As state support for universities declined, cost cutting became the norm. They started hiring adjunct or part-time staff. Many public non-fee levying universities around the world began to charge fees. Decade by decade, tuition fees became more and more exorbitant, forcing students to take student loans. The total student debt in the United States now stands at close to US$ 2 trillion; which is about 20 times the GDP of Sri Lanka. As the higher education landscape transformed in the West, university administrations began to recruit Presidents, Vice Chancellors and administrative officials with corporate backgrounds and experience.

Such corporatisation of universities in the West has since been imported into countries like Sri Lanka, introducing a new corporate vocabulary, including quality assurance, graduate competencies, programme outcomes, intended learning outcomes, etc. University teaching has become secondary to documenting so-called outcomes. The teacher-student relationship, the environment of the lecture hall and even administering the university have been over-determined by the processes of ensuring quality. How did such major changes come about in such a short time? Indeed, academics of just two generation ago, would never have heard of these terms and processes in the Sri Lankan university system.

World Bank Trojan horse

Since the early 2000s there have been a number of World Bank projects that have drastically changed the character of Sri Lankan universities. Quality assurance as a central agenda within universities, and many other changes to the working of our universities, came through these World Bank initiatives. The Improving Relevance and Quality of Undergraduate Education (IRQUE) project and Higher Education for the 21st Century (HETC) project were two such earlier projects that set up the Quality Assurance and Accreditation Unit (QAAU) under the University Grants Commission (UGC) and established systematic quality assurance reviews for state universities. The public often thinks these are grants from the World Bank to modernise our universities. However, they are not grants but loans.

The most recent such project, Accelerating Higher Education Expansion and Development (AHEAD) is a US$ 100 million loan from the World Bank implemented from 2018 to 2023, which consolidated the quality assurance structures from the earlier projects. Furthermore, these projects are implemented with tremendous arrogance, prioritising their implementation over all other concerns in the universities, when the project over six years for example accounts for just one fourth of our budget allocation for universities this year.

The AHEAD project drastically changed course curricula, sought to increase student enrolment in science, technology, engineering, mathematics (STEM) disciplines, commercialise the university research agenda and create university-business linkages. All of this was pushed to supposedly help us face development challenges. We have heard the ideological attack on our universities and even students claiming they are “unemployable graduates”. These changes to our higher education system were supposedly going to create jobs and increase employment.

The irony of the AHEAD project is that just as it was ending in 2023, apparently after having reached its targets, the Sri Lankan economy was collapsing. The World Bank often gets the direction of causality wrong. It is the economy that creates jobs for graduates, and not the training or kind of graduates that create jobs. It is decades of World Bank policies, and those of its ideological twin the IMF, that have led to such high youth unemployment, not only in Sri Lanka but also in many other countries in the global South.

Sri Lanka entered an IMF agreement in March 2023 and started a new Country Partnership Framework with the World Bank in June 2023. These programmes have little to say about, and actively discourage, government initiatives that aim to create an industrial policy or an employment creation policy. Instead, they push for austerity measures, which not only restrict the allocation for education among other sectors, but also end up contracting the economy to the detriment of increasing employment. Their goal is the commercialisation of higher education, to make universities into businesses and run them like factories.

In this context, the ideology of quality assurance is powerful. The International Organisation for Standardisation (ISO), whose different standards are necessary for marketing, is the institution that came up with the concept of “quality assurance”. It promoted quality assurance as a process of identifying defected products. Therefore, when the World Bank promotes this conceptual framing, our students are, in fact, seen as products on the assembly line, with quality assurance processes aiming to prevent the release of defected products from the university system. For the US$ 100 million we borrowed for the AHEAD project and the many more million dollars in similar World Bank projects, there is no evidence of increased employment of graduates.

Commodity fetishism

Over a century and a half ago, Karl Marx critiqued the economic analysis prevalent at that time that associated some inherent or monetary value for commodities without considering the social relations that underlie the production of those commodities. Marx called this commodity fetishism. Furthermore, he theorised that such commodity fetishism was also a reason for the alienation of human beings from the world. If our labour and what we produce is seen devoid of the social relations that underlie them, we lose our connection with the people and the world. In this process we become alienated from what we produce and the world.

We are now in a world where our students themselves are fetishised as commodities for the market. Universities are no longer communities concerned about knowledge and human growth, but mere factories producing commodities, which have to be produced without defects to be marketed. In this way, quality assurance has become the cause for the alienation of students, academics and our universities themselves, from the larger relationship with our economy and society.

Our university system does need reform. It is grossly underfunded and not providing the financial support and facilities for our students. Universities have become hierarchical spaces without the academic freedom and democratic ethos necessary for producing knowledge. Academics and students need to engage more with their communities to make their learning and research meaningful, not to mention their contribution to and integration with society. However, when it comes to even questions of governance and regulation of the universities, such concerns are merely reduced to improving quality. In our contemporary times, this singular focus on quality assurance, as opposed to addressing the larger structural issues, is crippling our universities. There may be no way out, but to put back quality assurance where it started, those little tags on goods, to perhaps be noticed but quickly forgotten.

Ahilan Kadirgamar is a political economist and Senior Lecturer, University of Jaffna.

(Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies)

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Thailand’s biggest new global star …

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The entertainment scene, globally, is agog with excitement, and, why not!

Yes, a new global star has emerged … from Thailand, and she hit the headlines by winning America’s Got Talent.

Rattikarn Amloy, known to millions by her stage name Nene Royal, was crowned the winner of America’s Got Talent (AGT) Season 21 at the live finale at Pasadena Civic Auditorium, California, taking home the USD 1 million grand prize.

The 16-year-old rocker, from the holiday island of Phuket (I’ve been to Phuket, courtesy Tourism Authority of Thailand), has struck a power chord around the world, and is the first Thai national ever to win the hit NBC show.

She beat nine other finalists, including runner-up magician Geno Ploeger, after a blistering final performance.

Nene’s story is pure rock and roll fairy-tale. She says she picked up a guitar at age seven, fell in love at the first chord, and taught herself mostly by watching videos online. That dedication earned her a music scholarship to Kajonkiet International School Phuket.

Her audition at America’s Got Talent — a swaggering, shredding rendition of The Cranberries’ classic ‘Zombie’ — exploded online, amassing over 200 million views across AGT’s platforms, more than any act this season.

She kept wowing: ‘Hysteria’ by Muse, then ‘Black Hole Sun’ by Soundgarden which earned her Spice Girl Mel B’s Golden Buzzer, sending her straight to the live shows.

For the final, she unleashed ‘Seven Nation Army’ by The White Stripes. Judge Howie Mandel shouted: “You should win. Give her the million, America.” Mel B praised her “mysterious, mystical stage presence”.

And for the grand finale, she lived every teen rocker’s dream — performing on stage, alongside US rock giants Linkin Park.

When host Terry Crews announced her as winner, the teenager collapsed to the stage floor in tears. “I’m very happy and you know I’m emotional right now,” she said.

And Thailand erupted. Her school held watch parties, posting: “You did it, congratulations, champion. We are so proud of you.”

Even Prime Minister Anutin Charnvirakul sent a personal congratulation. He had earlier hosted Nene at Government House in July, where she played guitar while he sang a Thai rock song. His office said her talent “brought pride to Thai people.”

Corporate Thailand also rallied behind her — Charoen Pokphand Foods, owned by billionaire Dhanin Chearavanont, even rented a giant billboard in Times Square, New York, to cheer her on.

With her blistering guitar solos, rock-ballad shrieks and fearless spirit, little Nene Royal has just become Thailand’s biggest new global star.

What’s more, this amazing teenager will be bringing her powerful vocals, guitar skills and signature rock-metal style to the stage, as opening act, before one of the world’s biggest rock bands, America’s Avenged Sevenfold, in Singapore, on 13 October.

Unfortunately, we are still to see a local artiste, grab the spotlight, on a global scale … like Thailand’s Nene.

Yes, they do shine, but mostly on social media, and that, too, with the aid of AI (Artificial Intellegence).

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