Features
Acquisition of AF Jones, my very first business venture – Differences with S. Nadesan, QC
(Excerpted from the autobiography of Merrill J. Fernando)
The new political climate and the State-orchestrated business direction seemed calculated to discourage the continuity of foreign investment presence in the country. In this environment, in 1962, the Jones family, unsurprisingly but with great reluctance, decided to sell and move out of the country. They had been in business since 1912, when their ancestor, AF, had arrived in Ceylon from Batavia and launched the company under his name. The decision to sell out was compelled by adverse circumstances beyond their control.
They offered the company to me, at the reasonable price of Rs. 600,000. However, it was still beyond my means on my own and I turned to my friend, Sarath Wijesinghe. He agreed to join me in my investment and we decided to take a third each. It was my intention to split my share with members of my family. For the balance share of the company, I approached S. Nadesan, a well-known lawyer and senator, for whose legal skills I had developed a great respect, on account of his successful representation of my interests in a legal issue with a relation.
He agreed to come in as the third partner. In retrospect, my decision to take over A. F. Jones was both bold and risky in the context of the political environment then, which seemed clearly unfriendly to large-scale private enterprise. However, I was young and, with the confidence of youth, not averse to risk. That apart, I had great faith in my competence in the tea export industry, reinforced by the knowledge and experience of overseas markets I had acquired by then, along with very useful business contacts in a number of tea-importing countries. Underpinning all those considerations, there was my sublime faith in God.
Irrespective of the risk inherent in my maiden entrepreneurial venture, the other factors which worked in my favour were the strong trade links that AFJ had established by then with Iran, Iraq, and Libya, USA, and South America. I had been actively involved in many of those initiatives. I was also singularly fortunate, in having been able to establish early direct links with major international packers and blenders, often bypassing the latter’s agents in Colombo.
With my dedicated and resourceful team I was able to provide the buyer with an exceptional service, shipping out over the weekend the tea that had been purchased at the auctions on the Tuesday before. None of the larger firms operated with that degree of efficiency then. As the owner-operator of a small firm, I was also able to take business risks and also employ operational strategies that the larger firms were not prepared to consider. That apart, I was fortunate in being able to command the complete loyalty of my small group of employees, who willingly shared with me the stress and pressure generated in the business.
However, business operations require funding and, with the departure of the Jones family and the company now being entirely in ‘native’ hands as it were, I was apprehensive that bank facilities would be restricted. The company had been operating on an overdraft of Rs. 1.1 million around the time I acquired control. The Jones family had been trying for some time, without success, to increase it to Rs. 2 million.
An unexpected offer
A. F. Jones banked primarily with National and Grindlays Bank, Colombo, the local subsidiary-associate of the National Bank of India. The Managing Director of the Ceylon branch then was a British national, W. L. Gash, whom I had met on a couple of previous occasions. Even in those brief meetings he came across as a fair-minded, reasonable person. Once the transfer formalities were concluded and the company operations were in my hands, I went to meet Gash in order to update him on the changes in the company. Before the meeting, as was my custom in all important situations, I visited the All Saints’ Church in Borella and spent a few minutes in prayer.
I explained to Gash the circumstances under which I had taken over responsibility for the company and requested him to continue the financing facilities that existed earlier. To my very pleasant surprise he asked me whether I would like it increased to Rs. 2 million, as per the pending request made by the Jones family. Frankly, I was at a loss for words at this unexpected blessing. Naturally, I accepted with thanks and immediately went back to All Saints’ Church to thank God for his benediction. Included in my prayer was Mr. Gash, my new benefactor on earth.
To a great measure, my early success at A. F. Jones was due to the assistance of Mr. Gash. He always accommodated my requests, even when they seemed unreasonable. In fact, some of the senior managers at the bank used to be very surprised at the enhancement of the bank’s exposure to my business, extended with minimum collateral and mortgages and sans personal guarantees.
Around this time I was offered a very nice house in Colombo at a reasonable cost, of which I would have been able to meet only about 20% from my personal resources. I went to Mr. Gash and inquired whether he would loan me the balance 80%. Again, to my utter surprise, he loaned me the full value against an undertaking to mortgage which, finally, was not required.
Internal strife at AFJ
The company’s business progressed well, though there were difficult issues I had to contend with from time to time. At one stage Nadesan, now a Director of the company, persuaded me to take two of his family members on to the Board and to employ other relatives as well. One such was an individual recommended as Personnel Manager, married to a lady heavily involved in Leftist party politics. Unaware in these connections I appointed him, but, to my dismay, soon found that he was trying to unionize the company’s workforce. Since this was clearly against the company’s interests, I was compelled to persuade him to leave.
When the Jones brothers finally left, they offered me the balance shares they still held in the company. I immediately turned to Mr. Gash who very kindly agreed to arrange a loan at low interest for the purchase. When I mentioned this to Nadesan, he advised me against obtaining a loan and, instead, offered to buy the shares and to hold them in trust for me, to be sold to me at a future date. Mr. Gash was strongly against this arrangement and tried to persuade me to take the loan instead, pointing out that my personal acquisition of the shares would tip the balance of power in the company in my favour, automatically conferring on me greater authority in operational matters. However, trusting the word of my fellow Director, I agreed to the latter’s proposal.
As we moved on with the business of the company, Nadesan brought both his son and brother on the Board and also prevailed on me to employ more of his relatives. His son, somewhat arrogant and confrontational, tried to impose his will in business matters he was not familiar with. In 1962, at a Board meeting, he presented some proposals which I considered to be against the company’s interests. Since I was in disagreement, at that point I requested Nadesan to transfer to me, for a proportionate payment, the shares he was holding in trust for me. He agreed and we adjourned the Board meeting.
To my dismay, later on in the day, at my home, he admitted to me that he had purchased the shares in his son’s name and that the latter would not part with them on any condition. However, he tried to appease me with the assurance that I would be permitted to run the company without interference.
I exit the company
I realized that I had been deceived by a man I trusted, respected, and looked upon as a mentor. However, in view of the circumstances, unfortunately, I had no choice but to carry on. The business did continue to grow but the working environment became steadily more unpleasant and, at a Board meeting on September 4, 1962, 1 announced my firm intention to resign, but under certain conditions.
I requested that the flat I had leased out eight years previously and transferred to the company, in order to get a tax benefit, be transferred back to me, and that the motor car I was using also be transferred to me at book value. I also asked that all my other dues be settled within two weeks. All my requests were approved by the Board and we parted on those conditions.
The next day I received a letter from the company giving me just seven days to leave my apartment and requesting me to send the car to the agents for valuation. Whilst I had no difficulty in the re-transfer of the lease of the apartment, I was advised that the car would not be sold to me.
My experiences with A. F. Jones and the manner of the conclusion of that relationship, made me realize that trust is not always reciprocated. It was also an early lesson to me in the potential for duplicity, even amongst those who work closely with you. Another experience whilst at A. F. Jones provides a good example of the latter.
In the Imports arm of A. F. Jones – Eastern Agencies – there was an executive named Chuck Wijenathan, who was ,to all outward appearances, a very nice man. When I was appointed Managing Director of A. F. Jones, I proposed that he too be appointed a director. Nadesan initially opposed the idea but my wish prevailed and Wijenathan was brought on to the Board a few months later. Wijenathan was present at the meeting of September 1962, when the Board agreed that I could move out of the company on my terms. However, no sooner the meeting was concluded, Wijenathan was the first person to call up various people and announce that I had been fired from the company.
Despite such disenchanting early experiences, I have continued to operate on the assumption of mutual trust, although being frequently cautioned by my sons and close friends against being too gullible. -My philosophy is that if you maintain integrity on your part, human decency will prevail and the good will eventually outweigh the bad. Notwithstanding a few disappointments over the years, I am still firmly of the same view.
Along with several other principals, Eastern Agencies Ltd. also represented the famous drug manufacturer, Merck Sharp & Dohme Inc. and Rowntree’s Chocolates Ltd. Since import volumes were low, I once placed a large order for chocolates, without realizing that the company had minimal reserves. When the consignment arrived in the port, to my great embarrassment, I was advised by the wharf clerk that we had no money to pay the duty.
I sought help from Mr. Gash who, despite being unaware of our import operations, loaned the sum of Rs. 410,000 that was needed to clear the cargo. However, our wharf clerk, a man who had been a company employee for several years, carried out a ‘black-market’ operation with the consignment, compelling us to claim from insurance in order to repay the bank. Despite these marks the company was able to restructure its financing model and start making money.
The Nadesans eventually transferred the Eastern Agencies business to the Satyendra family and thence to the Maharaja Group, the manner of the transaction depriving AFJ of a valuable asset at no great benefit to its shareholders. My first exposure to the ‘modus operandi’ of supposedly-reputed legal luminaries was an eye-opener.
Features
Revolt in the Temple: Poverty as Structural Control
The underlying issue in Anuradhapura is a struggle between a few families who, for years, have waged a quiet cold war over control of the Udamaluwa. Similar situations exist in Mihintale as well. These places, among others, are treated as treasures of Buddhism but, in practice, function as tightly controlled economic centres. The same pattern repeats in Kandy around the Temple of the Sacred Tooth Relic and in Kataragama at the shrine of God Kataragama. Variations of it exist across religious spaces of Islam, Catholicism, and Hinduism too, where institutional authority becomes indistinguishable from localised power networks. What is presented as sacred order often operates as inherited control.
It is indeed devastating to see situations where parents have no alternative but to expose their children to predators in robes for survival. This has nothing to do with religion itself, but with human pathology in the context of survival. These are the questions that demand answers, not superficial responses that treat symptoms while ignoring the conditions that produce them. What is more shocking and disturbing is not the tragedy itself, but the reactions to it. Social media has overwhelmed us, not towards understanding, but towards a fragmented cognitive state with no exit route.
A friend of mine in Nairobi used to keep all his electronic devices at home and go into the forest once a month, spending days there before returning. He called it “detoxification”, but in reality it was an escape from a system that no longer allows uninterrupted thought. Daily life is now saturated with unnecessary content, and attention itself has become a commodity extracted, processed, and sold back to us. This is where we have become unable to understand what really drives certain tragedies we endlessly react to, while remaining blind to the systems that quietly manufacture them.
Multi-dimensional poverty
Poverty is structural, poverty is political, and poverty is functional; it is a tool and a manoeuvring force of power. The question is no longer whether poverty exists, but who benefits from its persistence, and who is forced to survive within it. From education to medicine to basic food supply chains, countries like Sri Lanka are not simply mismanaged; they are structurally captured by a small number of actors who remain stable regardless of who is formally in power. Small-scale enterprises and NGO circuits that circulate foreign funding to “solve structural issues” often operate as hollow administrative performances, producing reports rather than transformation.
Poverty is not merely the absence of money. It is the absence of bandwidth, absence of protection, absence of time, and absence of cognitive stability. As Sendhil Mullainathan and Eldar Shafir state, “Scarcity captures the mind. Just as the starving subjects had food on their mind, when we experience scarcity of any kind, we become absorbed by it.” This is a description of how human cognition is structurally reorganized under constraint. Scarcity does not sit outside the person; it occupies them.
They also state, “Scarcity leads us to borrow and pushes us deeper into scarcity.” That is the mechanism that must be confronted without euphemism. Poverty is not only deprivation; it is a self-reinforcing trap in which survival decisions generate the next layer of crisis. Once a society crosses a certain threshold of scarcity, it stops producing long-term reasoning as a default condition. It produces short-term survival logic, often mistaken by outsiders for irrationality.
It is precisely here that public discourse becomes intellectually dishonest. Everything is translated into moral language because moral language is easier than structural analysis. But morality without structure becomes theatre. It produces outrage, not understanding, and repetition, not reform.
It is indeed brutal when an individual wearing religious insignia—whether robe, symbol, or institutional identity—is accused of acts that fundamentally contradict the moral authority attached to that position. It is equally brutal when institutions that depend entirely on trust begin to function as shields rather than safeguards. But the deeper question is not shock. The deeper question is what kind of social condition produces families who see placement within such institutions not only as devotion, but as a survival strategy under constraint.
Ethical decision-making
That is where the argument collapses into its most uncomfortable form. Poverty does not produce ethical decision-making environments. It produces constrained optimization under pressure. When food insecurity, debt, and social instability converge, institutional spaces that appear stable become transactional destinations for survival rather than moral choices. To interpret this as purely cultural failure is to deliberately ignore the structural compression of options.
Mullainathan and Shafir describe this clearly: “Instead of saying that scarcity ‘focuses,’ we could just as easily say that scarcity causes us to tunnel: to focus single-mindedly on managing the scarcity at hand.” That tunnelling effect is not abstract. It is visible wherever long-term planning collapses under immediate pressure. Systems then misread this as irresponsibility, when it is in fact cognitive overload produced by structure.
What is rarely acknowledged is how deeply this extends into governance itself. Institutions increasingly operate as if they are managing rational, unconstrained individuals. In reality, they are interacting with populations whose cognitive bandwidth is already structurally taxed. The result is policy failure interpreted as public non-compliance, enforcement interpreted as moral correction, and reform interpreted as communication failure rather than design failure.
Social media has intensified this distortion. It does not merely spread information; it destroys sequencing. Structural problems require temporal depth. Social media removes that depth and replaces it with instantaneous judgment. Every event becomes a surface object, detached from causality. The outcome is a society permanently reacting and never diagnosing.
Poverty, in this environment, becomes invisible in its real form. It is not seen as a continuous structural condition but as episodic failure. A scandal appears, is consumed, and disappears. Another replaces it. Nothing accumulates into understanding because attention itself is exhausted before synthesis can occur.
Modern Condition
The modern condition reflects a reversal of earlier social organization, where human relationships are embedded within abstract systems of finance, law, and administration that often fail to recognize the lived constraints of those they govern. In this disembedded state, institutions increasingly misinterpret human behaviour as their capacity for structural understanding weakens. At the same time, attempts to resolve systemic failures through expanding administrative complexity produce diminishing returns: more regulation, oversight, and reporting generate less coherence. Over time, institutions shift from functional effectiveness to symbolic performance, maintaining the appearance of control rather than achieving it.
This is why public outrage repeatedly fails to translate into structural change. Outrage is not a tool of reconstruction. It is a signal of system fatigue. It circulates, intensifies, and dissipates without altering the underlying architecture. Meanwhile, the conditions that produce repetition remain intact.
The most persistent illusion is that these are separate problems: poverty here, institutional misuse there, media distortion elsewhere. They are not separate. They are expressions of a single condition in which scarcity, complexity, symbolic authority, and fragmented enforcement interact without coordination. The system does not fail in one place; it fails in the gaps between these layers.
Symbolic systems
What makes this condition more severe is that symbolic systems continue to operate at full strength even when structural systems degrade. Religious identity remains powerful. Political rhetoric remains strong. Cultural symbolism remains intact. But enforcement capacity, institutional coherence, and social trust degrade beneath them. That gap is where instability grows. Until that gap is addressed at the level of structure rather than sentiment, repetition remains inevitable. New scandals will emerge, new interpretations will circulate, and new cycles of outrage will follow. Nothing resolves because nothing is being reconstructed beneath the surface of reaction.
This is no longer repairable through adjustment or rhetoric. It is a form of decay that persists until it exhausts itself, because the mechanisms meant to correct it are now part of the same failure. It continues until rupture, not reform. At that point, instability ceases to be episodic and becomes structural. Pressure will accumulate into breakdown, and what follows will not be managed transition but forced reversal. The responsibility lies with those who govern these institutions to prevent that trajectory, not through language, but through change. The drama is ending; farce is over; what we are witnessing is tragedy unfolding with unprecedented consequences.
by Nilantha Ilangamuwa
Features
Are threats to Buddha Sasana external or from within?
As Sri Lanka celebrates the birth, Enlightenment and the Parinibbana of the Buddha, almost a month after the rest of the Buddhist-world did so, there is widespread discussion about threats to Buddha Sasana provoked by some recent incidents. Regarding the views expressed about postponing Vesak celebrations in my article ‘May Day and postponement Vesak 2026’ (The Island, 25 May), my very good friend Dr Upali Abeysiri has sent me the following comments: “The Mahanayakas have a good reason to postpone Vesak. The dawning of the full moon has to be on the same constellation (nekatha) as when the Buddha was born and attained enlightenment. Although Adhi Poya is reckoned as the second full moon arising in the same calendar month, this is supposed to be an odd exception.” Though it would have been ideal if a consensus could have been reached prior to the split of celebrations, perhaps, it does not matter very much as celebrations occur on a symbolic rather than an actual date, there being no historical or archaeological evidence confirming exact dates.
Whilst there are no direct threats to Buddha Dhamma, as the expanding horizons of science continue to confirm the fundamentals of Buddha Dhamma, there is no doubt whatsoever that there are threats to Buddha Sasana. However, these threats become important as the Buddha Sasana performs the pivotal role in protecting and propagating the Dhamma and, hence, become an indirect threat to Dhamma itself. Therefore, it should be the concern of all Buddhists and it is in this spirit I am making some comments which some may interpret as disrespectful to the Maha Sangha. I can reassure that my intentions are entirely directed towards the preservation of the Buddha Dhamma and Sasana. Though the Buddha proclaimed that the Sasana consists of Bhikkhu, Bhikkhuni, Upasaka and Upasika, for all practical purposes Sasana had been led by Bhikkhus, often at the expense of others.
There is hardly any doubt that there are external forces at play in Sri Lanka and even some Buddhists seem to object to Sri Lanka being called a Buddhist country. Interestingly, no one seems to object to countries like the UK and the USA being called Christian counties. I
There is no registration or baptism in Buddhism and there are no rewards for Buddhists for conversions. As I pointed out in a previous article, ‘How does the Buddha differ’ (The Island, 1 May) unlike most other religions, Buddhism is not a ‘high-demand’ religion, nor ‘law-based’ religion and is not exclusivist. Perhaps, it is this liberalism, pacifism and gentleness, which are the real strengths, that are being exploited as weaknesses by others.
There will always be external threats and the Buddha too faced many during his lifetime. Before addressing those, is it not more important to address the threats within? One of the most important problems seems to be the breakdown of discipline. Bhikkhus are bound by Vinaya rules, laid down by the Buddha and some recent incidents highlight total deviations. Though there were many previous incidents like unsubstantiated claims of Arahanthood, Bhikkhus attacking each other on YouTube and Bhikkhus conducting YouTube channels, not for the propagation of the Dhamma but for the accumulation of rupees, attention was focused after the detection of 22 young monks carrying narcotic drugs.
Though many commentators were quick to condemn the Sangha on this account, we need to go deeper. Narcotic menace has become a huge problem in Sri Lanka and it looks as if the drug lords would resort to anything to achieve their objectives. Though it looks as if some gullible young monks had been duped by drug lords, we need to question why it was possible. Is it due to the lack of supervision of these novices by their seniors that allowed them to accept a request in a WhatsApp group? Should there be checks and balances on foreign travel by Bhikkhus?
What shocked Buddhists was what followed next; the arrest of the Nayaka of Atamasthana for allegedly having sex with a minor. Anuradhapura was our first capital and Sri Maha Bodhi is the longest surviving authenticated tree in the world. Ruwanweliseya and Jetawanaramaya were among the ten tallest man-made structures in the ancient world, Jetawanaramaya still holding the Guiness record for the largest stupa in the world. Cyberspace is full of theories. Whilst some have condemned the Nayaka Thero even before the conclusion of inquiries whilst others claim that this was a coup by another Nayaka Thera in an attempt of succession.
I was intrigued, reading in a Sri Lankan newspaper about the 80th birthday celebrations of a Nayaka priest, who was convicted in London in 2012 of historical child sex abuse and sentenced to seven years in prison. I remember the case very well as he was the head of the Vihara, we had our first contact on relocating to the UK. I also remember his devotees, who believed that he was wrongly accused, collecting over £50,000 for an appeal. In spite of being represented by one of the top Barristers in the UK, the conviction was upheld but the jail-term was reduced by a year. His name is still on the sex-offenders register in the UK and he is permanently prevented from association with children. One can argue that as he has served the sentence and not reoffended, this should not be held against him but what baffled me is that he is still being referred to as the Chief Sangha Nayaka. Should a person on the sex-offenders register be the Chief Sangha Nayaka?
It is high time we put our own house in order before fighting the external enemies. It is reported that the former president CBK has written to the Mahanayakas requesting urgent reform and we should be obliged to her for taking the lead.
There are many aspects that need urgent reform, the first being removal of caste barriers practiced by some Nikayas, which is the greatest insult to the Buddha who promoted equality. The second is the active encouragement of Bhikkhuni Sasana which has not happened in spite of the landmark ruling by the supreme court. The third is the establishment of proper disciplinary processes under a single Adhikarana Sangha Nayaka with powers and support than allowing the government to take over the control of even non-criminal Vinaya matters.
There are many other issues that need settlement like the controversy of the land of Buddha’s birth which seems to linger on. An expert committee should hear all evidence and settle this issue once and for all.
As I have pointed out on many occasions in these columns, it is high time a Dhamma Sangayana was held, as the last one was 70 years ago. Ideally, it should be different with active participation of lay experts as well. It is the duty of us Buddhists to ensure that the words of wisdom of the Buddha continue to enlighten generations to come.
By Dr Upul Wijayawardhana
Features
Vijaya Kumar: Academic, Activist & Genial Fellow-Traveller
The University of Ceylon, Peradeniya, was in our time, a less-crowded residential university, where everybody knew everybody else or at least knew of everybody else.
I knew of Emeritus Professor Vijaya Kumar of the Department of Chemistry at Peradeniya, or Kumar, as we referred to him fondly, before I got to know him. His dear wife Savitri, also a member of the academic staff of the Department of Chemistry, was nicknamed Kumee, by some of their students (of which vintage is unknown to me) and the duo were thereafter referred to affectionately as Kumar and Kumee.
The Faculty of Science became a regular haunt of mine as I would go there in the company of my batchmates to attend lectures on Basic Mathematics given by Professor Maheswaran, as it was a requirement for our General Arts Qualifying Examinations. I would also go there to listen to some excellent talks under a programme that was held in the auditorium of the Science Faculty referred to as “Popular Science Gossip”. The “gossip” at these talks were not confined solely to science but were broad enough to include Literature, History and other branches of knowledge as well. I would often spot Kumar in the audience at these talks or bump into him in the corridors of the Science Faculty. But I got to know him personally only after he became the Warden of Arunachalam, my hall of residence, during my undergraduate years initially, and later, as a member of the academic staff of the Department of English.
Our Science Faculty undergraduate contemporaries, especially those at Arunachalam Hall and its immediate neighbour, Jayatilaka Hall, both within a stone’s throw away from the Science Faculty, shared many an anecdote about Kumar and their other lecturers. One of these anecdotes, had to do with a spectacular (motor car) driving feat of Kumar’s. Legend has it that he drove from his university bungalow-home to the Faculty of Science deploying only the reverse gear of his car! Kumar, on hearing of this, had told certain of his student friends, including some who became his colleagues later on, that this story is one of the biggest yarns he had heard in his life!
Some of his one-time younger colleagues, now in retirement like Kumar, tell me that Kumar exuded warmth and friendliness in all of his professional and administrative interactions with others in the wider university community. But there was no warmth or mercy for those who indulged in the unsavoury pastime of student ‘ragging’. He was a very strong proponent of the need to ensure to all freshers an environment free of the menace of ‘ragging’. He remained ever-vigilant during the ‘ragging’ season. There are stories of his chasing ‘raggers’ and catching them. Professor Maheswaran, who later became an intimate friend and remains so after more than half a century, was another who was fiercely opposed to ‘ragging’. I was a personal witness to Mahes chasing a ‘ragger’ up and down the stairs of the main library to nab him. Yet another of his students has noted that Kumar’s office room in the Faculty was a total mess at all times. It had tables, piled so high with books and documents that one could not easily spot Kumar at his desk. He, however, had the knack of pulling out from amidst the clutter, any document that he needed at any given time. If anybody were to volunteer to help tidy his desk, Kumar would respond firmly with “Don’t you touch my desk!”.
Kumar, like several of his colleagues in the other faculties as well, had his own eccentricities. According to information received from reliable sources, Kumar who taught Organic Chemistry used to carry his lecture notes in his shirt or trouser pocket with ‘the entire lecture condensed in point form on a half-sheet or half of a half-sheet of paper’. The way he rummaged through his sling bag filled to the brim with stuff to find an item that he needed was another ritual that amused onlookers.
Kumar, interestingly enough is a Royal-cum-Thomian product, in that he had his primary education at S.Thomas’ Prep School, Kollupitiya and the entirety of his secondary education at Royal College, which he entered in 1953. In a note written by Kumar himself, he notes that despite having had excellent teachers at Royal, his was not a notable school career. He goes on to say that “the only achievement I could boast of was my being the joint-winner of the school General Knowledge Prize”. However, he had been active in a Scout Group outside of school (1st Port of Colombo, Sea Scouts) where he “was Queen’s Scout, Patrol leader, and later, Assistant Scout Master”.
Kumar entered the Faculty of Science of the University of Ceylon in 1961 and secured from it an honours degree in Chemistry in 1965. He joined the academic staff of the Department of Chemistry in the Faculty of Science, University of Ceylon, Peradeniya in 1965 and left the following year for Magdalen College at Oxford University, from which institution he obtained his doctorate in Chemistry. His entire teaching career was at Peradeniya, where in the period 2003-2006 he served as the Dean of the Faculty of Science, a position that his late father-in-law had held a few decades earlier.
Among the other highlights of his career are: Chairman of the Industrial Technology Institute (formerly the Ceylon Institute of Scientific and Industrial Research, CISIR); Member (representing Sri Lanka) of the Geneva-based UN Commission on Science and Technology from 1999 to 2007 and its President from 2001-2003; President of the Sri Lanka Estate Workers Union from 1989 onwards; Member of the Politburo of the Lanka Sama Samaja Party from 1988 to 2014 and currently, a member of the Executive Committee of the National People’s Power (NPP).
Vijaya and Savitri Kumar are parents of daughters Shamala and Ramya, who are following in the footsteps of their parents: with the former teaching in the Department of Agricultural Economics in the Faculty of Agriculture, University of Peradeniya and the latter, in the Department of Community Medicine at the University of Jaffna.
(I wish to thank the following who assisted me in the writing of this brief essay: Mr. Bandula Warnakulasuriya, Emeritus Professor Ratnayake Bandara, Professor Mahinda Wickramaratne, Professor Swarna Wimalasiri and Mr. Manik de Silva).
*Editor’s note: Prof. Vijaya Kumar, a member of the NPP’s National Executive Committee and is still active in politics turns 84 today. This article by Tissa Jayatilaka, former Executive Director of the United States – Sri Lanka Fulbright Commission for Mutual Academic Exchange, was written for an upcoming collection of essays on Kumar’s life by his friends.
(Colombo Telegraph)
By Tissa Jayatilaka
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