Features
Appointed Chairman of SLT and required to carry a pistol by my side
Three attempts on life of corruption prober who was finally stabbed dead
(Excerpted from the autobiography of Lalith de Mel)
“I had never met her when Ronnie Pieris sent a message saying that she would like to meet me on my next visit to Sri Lanka. I met her at Temple Trees on a Sunday afternoon. I got her broad, charming smile and I thought that was a good start. I wondered at the time whether this charming and good-looking women had any brains to go with her looks. In the two hours that followed I got the answer. She certainly did.
At the end of a long discussion, she came straight to the point. She said: ‘I would like to congratulate you. I have heard about your achievements. When you retire, I hope you will come and help my Government.’ So as to keep the ball in play, without making a commitment, I mumbled in a vague sort of way that I would be happy to do so.
We had talked for two hours, and she did most of the talking. Being economical with words was not her forte. I was amazed at her grasp of the key strategic issues and how well she articulated them. I was also surprised at her sound grasp of the economics of growth.
In her model for growth, infrastructure was important and one of her major concerns was that infrastructure projects were moving slowly and this was impacting the prospects for long-term growth. She wanted my help to address this issue. She said: ‘Before you go back, meet the Secretary to the Treasury. I have asked him to tell you about the current and planned infrastructure projects and the current problems on implementation.’
I left with a promise that I would get in touch when I had retired.
A few weeks later I got a message from her Secretary saying she wanted to meet me as soon as possible. I was flying to Singapore the next week and I stopped off on the way. She reminded me of her previous discussion with me about the general importance of developing infrastructure and the key importance of telecommunication infrastructure. She said she was not convinced that we could do this by ourselves, and had entered into a joint venture with NTT of Japan. She was very agitated that this was all falling apart. That was my first glimpse of the angry CBK.
She said that the Japanese were having disagreements with the Government, that the Chairman was not getting on with the Minister and that the trade unions were not getting on with anyone.
She wanted me to take on the role of Chairman of Sri Lanka Telecom immediately. I explained that I would need to think about it and consult my wife, and then if I wanted to, I would need permission from the Board of Reckitt & Colman PLC as I was still working for them. I promised to revert in a week. When I returned to London, one evening fortified with a few whiskies to stimulate the brain, I had a long think about it.
I had a vague ambition to spend time in Sri Lanka post-retirement and to use my knowledge and experience to do something useful for my country. Taking on a major public sector role had not even been considered. However I had to make a quick decision. The Government and CBK had a major problem. Should I do it or provide some excuse and run away from it? In the end I said to myself that if I was really interested in helping my country, I should not run away from this challenge. So I got approval from my Board to spend two weeks a month in Sri Lanka and then told CBK that I would take on the assignment.
That was the start of working for seven years with CBK and the Government of Sri Lanka. I performed many roles during this period and they will be described later. The most important one had no title and was performed until her term expired. That was becoming a team with Dr. P.B. Jayasundera and Mano Tittawella and being the think-tank and the key support team for CBK.
Her final election victory was defeating Ranil Wickremesinghe’s UNP Government. In the run-up to this election she asked me to come on the National List and when she won to be her Minister of Finance. Without any hesitation I thanked and declined. Dr. P.B. Jayasundera and Mano Tittawella were also present and they suggested I think about it.
I said that I was sure that I would be unhappy and uncomfortable working in the atmosphere that prevailed in Parliament and did not wish to take on the role. I said I would be much more useful and helpful to her by being a part of her backroom team and taking on any assignments as a part of that role. That is what I did until the end of her term. It was a fascinating period of my life. I got a great insight into the political scene in the country.
Working closely with CBK, the President of the country, was also a fascinating experience. We agreed and disagreed at times, and were occasionally put in the dark hole as PB, Mano and I called it. If you seriously annoyed her, she did not contact you for some time, but then it was back to smiles.
My basic input was developing processes for better governance of the country. Concepts were debated and as she was very intelligent she understood what we were pursuing and always made a major contribution and often brought in a dimension we had not appreciated.
A new idea cannot be enforced by Presidential edict alone. It had to be channeled through Cabinet papers and Cabinet decisions so as to ensure compliance. She was excellent at handling this process.
At the end of her tenure, she kindly bestowed the Deshamanya title upon me. In the, citation it was in recognition of the honour to Sri Lanka by getting on the Main Board of a top 100 company in the UK and in recognition of my contribution in various roles in Sri Lanka. We remain good friends.
When I accepted the role of Chairman of SLT, I had decided that I would work free and accept no salary when working for the Government and this I did in respect of all my Government appointments. I also paid for my air fare from London and never made a single claim for entertainment or any other expenses. When I was working for the Government and afterwards, there has never been any allegation of fraud or abuse of office.
Saving Sri Lanka Telecom from bankruptcy
When I arrived from the UK, I went immediately to SLT to meet the Managing Director. There was a short-lived pleasant surprise. The Japanese Managing Director was Hide Kamitsuma, who had been with me at Harvard Business School 10 years previously. I knew him reasonably well at Harvard. I soon discovered that he was a great friend of Hemasiri Fernando, who had been removed as Chairman, creating the vacancy to which I was appointed.
Kamitsuma told me that Hemasiri had filed a Fundamental Rights case and the relief he was seeking was not compensation but reinstatement as Chairman. I asked him whether he thought that was a good idea. The Japanese turn a nice shade of pink when they drink and he turned the same colour after my question, smiled, shrugged his shoulders and mumbled something vague on the lines of it would be okay if he came back. Aha! Kamitsuma was likely to be more foe than friend.
That afternoon there was an event to welcome the new Chairman. There was a frisson of tension in the air. Kamitsuma’s speech was not overly welcoming. The Trade Union Leader’s speech was more threatening than welcoming. The rest of the Board and Senior Managers were present but I did not know any one of them. None of them came up and said, ‘Sir don’t worry we are all with you.’ Perhaps Hemasiri Fernando was well-liked and many like Kamitsuma may have been sad that he was removed.
I was not fazed by this scenario and did not for a moment think I should take the next plane back to London. The task as I saw it was the simple one of successfully running yet another business, and I had run many, many businesses in the past.
Understanding the business and the people
After a few days I had a game plan. The first priority was to establish a rapport with the trade unions, the next was to get to know and establish a friendly relationship with the senior management team, and then to get a clear understanding of the finances of SLT. It all worked out well. The unions were pleased that I met them immediately as I took over, and that I treated them with respect and were prepared to listen to them.
In the course of time I played the old trick when they brought up a problem. I would ask them to think about it for four weeks and work out a solution and I promised to do the same and said that we would discuss it when we met in four weeks. More often than not, the problem disappeared. I had no strikes, no unrest and good support from the unions, but nothing comes free and there was a price to pay. They claimed that senior managers were corrupt and had made money and wanted them removed and they said they would help to provide the evidence.
I knew that that the `komis kakkas,’ as the President called them, were fluttering around. One even offered me a bribe. I knew it was not sensible to dive into exploring the fraud that had taken place before I arrived, and the wise and prudent course was to promise no more corruption in future. The unions would not go along and insisted I take action against those had made money. The choice was trade union unrest or enquiry and action on bribery. I had to go down the bribery route. It led to dire consequences.
Getting the business on an even keel
There was a lot of fat in debtors; I squeezed a lot of cash from there. They had not leveraged creditors and got breathing space by negotiating delayed payments. Cash had been going out for capital projects faster than it came in. I pruned, phased and delayed the capital projects. Very soon we moved away from the brink of bankruptcy. In a year we had a good P&L, the balance sheet looked much better, hurdle rates for capital project and cash payback requirements were firmly established and the Japanese technical staff were given a crash course on cash flows and cash management.
The Japanese NTT staff working for SIT were all excellent technical people, all very competent and doing a grand job, but they were babes in the wood when it came to finance. My guess was that they had performed senior jobs in Japan in one of the main regional divisions of NTT, and their task had been to provide excellent service. The management of cash, providing funds for capital projects and pricing, etc., was a head office function and did not become one of their skills.
Things were going so well at SIT and it was possible to entertain a thought of playing golf early evenings. Two things destroyed this nice idea. I had to take over as Chairman of the Board of Investment and the trade unions were insistent about removing those who had made money.
Pursuing corruption
This was always an exercise fraught with danger. But danger perhaps did not press too heavily on the mind, as due to the LTTE one had got used to living with danger and ignoring it. SLT was a top LTTE target. There was an Army platoon stationed at SLT and it also had its own armed security staff. But if a suicide lorry got through and stormed the main gate, my office was 25 yards from it.
The Head of Administration, Sriyantha Fernando, was tasked with probing past corruption. It is a long Agatha Christie detective story about finding those guilty of corruption. Instead of narrating it, let me just say that evidence was found and the Head of Procurement, a very senior manager, was interdicted. Then the fun and games started. A grenade was thrown at the portico of Sriyantha’s assistant’s house and a car damaged with no injury to people. A few weeks later a grenade was thrown at the porch of Sriyantha’s house in Moratuwa. Again a car was damaged with no injury to anyone.
A month later as Sriyantha was coming home, at the top of the lane someone fired a 9mm pistol at the front of the vehicle. The driver kept on driving and the hitman then fired at the side and finally at the rear of the vehicle. The driver took one shot on his leg and Sriyantha took nine shots on his body, but fortunately none hit his head or chest. The driver bravely turned the vehicle round and drove to Kalubowila Hospital. He survived.
Carrying a 9mm repeater pistol
The President was informed and Minister Mangala Samaraweera was informed and he called the IGP, etc. The Head of Security at SLT was a General and a retired head of the Army. He and a DIG Police came to my office the next day and solemnly announced that I would be the next target as I had initiated this whole process of investigating corruption. He put a 9mm 20 shot repeater pistol on my desk (which became my constant companion for the next five or six years) and said, ‘You must always carry this’.
They both said, ‘You must also learn to shoot well.’ I was familiar with shotguns and rifles in the shooting fishing days of my youth but not with automatic pistols. It was then to the Army shooting range for the next 10 days until my instructor thought I could shoot well.
I was then exposed to an amazing piece of strategic thinking by the Police who had by then been instructed by the President and Secretary Defence to give me full protection. The top Police officer responsible for protecting me met me, and this is what he said: ‘Sir, we can’t prevent you being killed if they (whoever they are) want to kill you. We have armed guards at your residence and nobody can come and kill you at your home.
‘The risk we can do nothing about is when you are traveling by car. Even if we have an armed officer sitting in front, a man on a motorcycle can come up alongside and shoot you. But you can protect yourself. Tomorrow we have asked all the Directors and Senior Managers to come to the Army range office to discuss security.
We will then tell them to come and watch the Chairman shoot and we will also importantly tell the drivers to come and see the Chairman shooting. Sir, you must shoot very well. The drivers will then talk about it at SIT and the whole of SIT will know that you shoot well. The underworld will also come to know as they will be monitoring your movements and they will know that you carry a pistol.
‘What we will do with this exercise is convey to any potential hit-man that there is a 50-50 chance that he will get killed if he attempts to kill you. They do not generally pursue a hit if there is a risk of getting killed. That man does not know you and has no personal dislike of you. It is just another job. He wants to do it and then go on to other jobs. He does not want to get killed.’
I was asked to carry the gun everywhere. To keep it by my side in the car and if any motorcycle came alongside, to raise the gun and make it visible. They said they may test the risk. Two innocent motorcyclists nearly got themselves killed by running into traffic on the other side when they saw me pointing a gun at them. The hard part was to condition my mind to shoot without hesitation and instantly if a motorbike came alongside and the man on the pillion took a gun out. I needed to learn to concentrate.
Every time I got in the car, I said a few times to myself. `If a man with a pistol comes alongside, shoot.’ When I was sure I could do that, the threat of getting killed receded in my mind like not worrying about the LTTE suicide bomber ramming the SLT gates. No one with a gun came alongside, and I could not test my resolve to shoot without any hesitation. Shame!
Postscript
Sriyantha Fernando recovered and was kept in a safe house in Colombo for some time until he was fit to travel. Then NTT gave him a job in Singapore. The Police made no significant progress in finding the man who shot him or those who hired him. The Police said: ‘Keep the gun with you always until we find the culprits.’ Time rolled on and the gun was not always carried. Then Sriyantha came back to Sri Lanka. Within a month he was stabbed and killed at home! It was back to carrying the pistol.
Features
Tusker Kavantissa’s death exposes Sri Lanka’s wildlife conservation crisis
by Prof. Ranjith Bandara,
Emeritus Professor, University of Colombo
This article examines why community exclusion, excessive bureaucratic control, unequal distribution of conservation benefits, weak institutional accountability, and short-sighted political leadership continue to undermine wildlife conservation in Sri Lanka.
The death of Tusker Kavantissa is more than the loss of one of Sri Lanka’s most remarkable wild elephants. It exposes uncomfortable questions about how we protect our natural heritage, how conservation decisions are made, and why repeated warnings have failed to produce meaningful reforms. His death should compel us to examine not only what happened to one extraordinary animal, but also the deeper weaknesses in our wildlife conservation system.
Tusker Kavantissa, one of Sri Lanka’s most prominent wild tuskers, died on 16 October, 2026, after receiving veterinary treatment for an injury, reportedly caused by gunfire. Although the wound had shown some improvement, his health subsequently deteriorated. The precise cause of death requires confirmation through a proper post-mortem examination. Nevertheless, the circumstances raise serious questions about preventive protection, wildlife management, and institutional preparedness.
The wider picture is equally disturbing. According to recently reported figures, Sri Lanka has lost an average of approximately 402 elephants and 138 people annually, since 2019, due to human–elephant conflict. These figures reflect a continuing national tragedy affecting both wildlife and rural communities.
What Sri Lanka faces today is not merely a wildlife conservation problem. It is also a crisis of environmental governance, shaped by institutional weaknesses, political decisions, and the failure to recognise the economic and social realities of conservation.
Conservation without communities
One of the fundamental weaknesses of our conservation approach is that local communities are often treated as subjects of regulation rather than partners in conservation. They are expected to bear the risks, respect restrictions, and cooperate with government programmes, yet their influence over decisions affecting their lives remains limited.
For rural families living alongside wild elephants, conservation is not an abstract environmental objective. It directly affects their safety, agricultural income, property, and everyday lives.
Farmers frequently possess valuable knowledge about elephant movements, vulnerable locations, seasonal changes, and practical protection measures. Yet conservation interventions are sometimes designed without adequately considering this experience.
When decisions are imposed from above, communities may feel excluded from programmes they are expected to support. This weakens trust, reduces cooperation, and ultimately undermines conservation outcomes.
We must recognise that protecting elephants and protecting farmers are not conflicting objectives. Both are essential. A conservation policy that safeguards wildlife while neglecting human security cannot be considered successful.
The real challenge is to replace conservation imposed on communities with conservation undertaken alongside them. Meaningful participation requires more than consultation meetings. Communities must have a genuine role in planning, implementing, monitoring, and evaluating conservation activities.
Bureaucratic authority versus public accountability
Wildlife conservation requires strong institutions, professional expertise, and effective regulations. However, excessive bureaucratic control can become an obstacle when administrative authority takes precedence over practical outcomes.
Decision-making in Sri Lanka’s conservation system remains heavily dependent on central institutions. Administrative procedures, overlapping responsibilities, and limited coordination can delay responses to urgent problems.
More importantly, excessive centralisation can discourage local innovation and prevent communities from contributing practical solutions.
When administrative authority becomes more important than results, conservation risks becoming an exercise in controlling people rather than protecting nature.
This criticism should not be confused with questioning the dedication of frontline wildlife officers and veterinarians. Many work under difficult conditions with limited resources. The efforts undertaken to save Tusker Kavantissa deserve recognition.
However, individual commitment cannot compensate indefinitely for institutional weaknesses.
We must ask whether our conservation institutions have the capacity to identify risks early, protect vulnerable animals, coordinate emergency responses, and evaluate the effectiveness of their interventions.
Public accountability should, therefore, extend beyond compliance with administrative procedures to measurable conservation outcomes.
Who bears costs, and who receives benefits?
Perhaps the most neglected dimension of wildlife conservation in Sri Lanka is the unequal distribution of its economic costs and benefits.
Wild elephants contribute substantially to tourism, biodiversity, cultural heritage, and the country’s international image. Their conservation generates benefits enjoyed by society as a whole.
Yet the financial and personal costs are concentrated among rural communities living within elephant habitats.
A study published in 2023, involving 300 farming households in southern Sri Lanka, revealed a striking imbalance. Although these households lived near two national parks, none received economic benefits from tourism. Meanwhile, 57 percent had experienced elephant-related crop damage.
The findings raise a fundamental economic question: if the entire country benefits from elephant conservation, why should a relatively small and vulnerable section of society bear a disproportionate share of its costs?
Conservation cannot remain economically sustainable when its benefits are widely enjoyed but its costs are concentrated among those least able to bear them.
A separate study, published in 2024, involving 439 affected farming households, examined the possibility of financing compensation through tourism revenue. It demonstrated the potential for tourism-based financial mechanisms to support human–elephant coexistence.
The policy implications are significant
A proportion of wildlife tourism revenue could be directed towards affected communities through transparent benefit-sharing arrangements. Such measures could support compensation, village protection, local employment, community enterprises, and agricultural improvements.
However, financial compensation alone is insufficient. The 2023 study also indicated that fear of elephants and concerns about crop damage strongly influenced community attitudes. People must feel safe in their homes and farms, not merely receive payment after suffering losses.
Equitable benefit-sharing is, therefore, more than an act of generosity. It is an economic and social requirement for sustainable conservation.
Political decisions and absence of long-term vision
The weaknesses in wildlife conservation cannot be attributed solely to public officials. Political leadership must accept its share of responsibility.
Poor land-use planning, habitat fragmentation, obstruction of elephant movement corridors, and development decisions that inadequately consider environmental consequences have contributed to human–elephant conflict.
Political decisions made for immediate gains can create environmental and economic costs lasting for decades.
Another weakness is the preference for visible, short-term interventions.
Constructing electric fences, relocating elephants, and launching emergency operations can attract considerable publicity. However, such interventions should be evaluated according to their effectiveness, not their visibility.
Political leadership should be judged not by the number of conservation programmes announced, but by the lives protected, conflicts prevented, and long-term improvements achieved.
There is also a serious problem of policy continuity. Conservation cannot be governed according to electoral cycles or changing political priorities.
Elephant habitats, migration patterns, and ecological processes do not change with governments. Successful conservation, therefore, requires consistent national commitments extending beyond individual political administrations.
Without such continuity, public investment may be wasted while the underlying problems remain unresolved.
Problem is not always a lack of policy
Sri Lanka’s conservation crisis cannot be explained simply by a shortage of scientific knowledge or policy recommendations.
In many instances, the greater challenge lies in translating available knowledge into coordinated, adequately funded, and politically supported action.
The National Action Plan for the Mitigation of Human–Elephant Conflict, prepared in 2020, proposed a science-based approach that emphasised community participation, protection of villages and agricultural land, and more effective conflict-management strategies.
Yet an important question remains: how much of this plan has been implemented successfully?
Have implementation difficulties arisen from inadequate resources, weak institutional coordination, administrative resistance, or insufficient political commitment?
An independent assessment of the plan’s implementation would help identify these obstacles and establish clear responsibilities.
We must also recognise that a substantial proportion of Sri Lanka’s wild elephants live outside protected areas. Attempting to confine all elephants within national parks and forest reserves is, therefore, neither realistic nor sustainable.
Effective conservation requires land-use policies informed by elephant ecology, settlement patterns, agricultural needs, and the practical realities of human–wildlife coexistence.
A sound policy that remains largely unimplemented offers little protection to either elephants or people.
Towards more responsible conservation system
Sri Lanka needs a fundamental change in how wildlife conservation is governed.
Four priorities deserve immediate attention.
First, local communities must become genuine partners in conservation management, with meaningful responsibilities and decision-making opportunities.
Second, conservation benefits must be distributed more fairly. Wildlife tourism should contribute directly to protecting the livelihoods and safety of communities that bear conservation costs.
Third, existing national conservation plans should be independently reviewed to identify implementation gaps and establish a realistic timetable for corrective action.
Fourth, conservation institutions must become more accountable for measurable outcomes, including reductions in human deaths, elephant mortality, crop losses, and property damage.
These reforms require cooperation among wildlife, forestry, agriculture, land, irrigation, and local government institutions.
They also demand political leadership willing to prioritise long-term results over short-term publicity.
For exceptional animals, such as Tusker Kavantissa, improved risk monitoring, preventive protection, and timely veterinary responses are particularly important. However, conservation should not be limited to protecting a few well-known animals.
Every wild elephant has ecological value, just as every person living alongside elephants has an equal right to safety.
The objective must be a system that protects both.
Lesson tusker Kavantissa leaves behind
The death of Tusker Kavantissa should not become another moment of national sorrow that gradually fades from public memory. It should mark a turning point in how Sri Lanka approaches wildlife conservation.
A proper investigation into his death is essential. Equally important is an honest examination of the conservation system within which such tragedies continue to occur.
The real challenge is not choosing between people and elephants. It is creating a system in which both can coexist safely, and where the responsibilities, costs, and benefits of conservation are shared fairly.
This requires more than scientific expertise and stronger regulations. It demands accountable institutions, meaningful community participation, economic fairness, and political leadership guided by a clear long-term vision.
Our greatest failure would not be the loss of Tusker Kavantissa alone. It would be allowing the same weaknesses in our conservation system to claim more lives while we continue to avoid the reforms that could prevent them.
Features
Equality before the Law as foundation of Sri Lanka’s recovery
by Jehan Perera
The government appears set to overcome the first major challenge to one of its foundational principles. It has faced down demands from sections of the Buddhist clergy and opposition parties to release Ven. Galagodaatte Gnanasara from his prison sentence for contempt of court.
Ven Gnanasara is best known as the general secretary of the Bodu Bala Sena, a nationalist Sinhala grouping. The government seemed unfazed by a protest march organised by Buddhist monks and the opposition parties and its supporters organised an even bigger march to support the government’s position. It is notable that the general population did not get involved in either march in any substantial number. The issue has now become a test of whether the government will uphold its commitment to apply the law equally, irrespective of a person’s position or status, even when doing so brings it into conflict with a powerful constituency.
The case has a specific legal history. Ven. Gnanasara was sentenced to six years’ imprisonment by the Court of Appeal in 2018 for contempt of court in a case involving former military personnel where he disrupted the proceedings. The Supreme Court rejected his appeal in 2018. Former President Maithripala Sirisena subsequently granted him a presidential pardon in 2019. Last month, the Supreme Court invalidated that pardon. The initial demand by Buddhist monks and their lay supporters was that Ven. Gnanasara should be permitted to wear his Buddhist robes when appearing in public before the courts. The government has indicated its willingness to examine the procedures governing the treatment of Buddhist monks in prison, in consultation with the relevant religious authorities. However, the initial demand has now been escalated into a demand for a presidential pardon.
One of the central promises of the National People’s Power (NPP) during its election campaign two years ago was to apply the law equally to all. This commitment has shaped the government’s approach to allegations of corruption and criminality involving individuals who previously wielded political power. The NPP government was swept into power on a wave of antipathy towards those in previous governments who were perceived to have abused their positions for private gain. The economic collapse Sri Lanka experienced in 2022, and the hardships endured across society, remain vivid in the public memory. The past two years have seen the government pursuing those accused of corruption and other offences. Several high-ranking members of previous governments have faced arrest and legal proceedings and been sentenced to jail.
Religious Concerns
The ability of opposition parties to mobilise widespread resistance against proceedings involving their leaders has been limited, as much of the general population continues to favour accountability for past financial crimes. However, the case of Ven. Gnanasara is different. It does not concern allegations of financial corruption, but the relationship between religious authority, the courts and the law of the land. This is where the distinction between respecting religious traditions and upholding the law becomes crucial. There is a sense among sections of the general population that Buddhist monks should not be treated on a par with others and that requiring Ven. Gnanasara to appear in court without his robes was unjust and contrary to the national ethos. Such sentiments reflect the special place Buddhism occupies in Sri Lanka’s history and society. Sinhala Buddhist nationalism has been a potent political force throughout the country’s history, drawing on a heritage that extends back more than two millennia. The question is whether respect for Buddhism needs to also entail the exemption of individual monks from the ordinary requirements of the law and thereby treat them differently.
The challenge would be to accommodate legitimate religious concerns through rational and lawful procedures without allowing religious status to become a source of legal privilege. The government has been amenable to addressing the issue of monastic robes, but has so far resisted the demand to release Ven. Gnanasara through a new pardon. President Anura Kumara Dissanayake and government members have made it clear that the government would not bend the law to accommodate any individual. They have taken the position that any shortcomings in existing rules should be addressed by changing the rules through proper procedures, rather than by making an exception for a particular individual. If the government holds its position, it will demonstrate that its commitment to the rule of law extends even to constituencies that have historically enjoyed considerable political influence.
This is important not only for the country’s democratic institutions but also for its economic future. Sri Lanka is seeking to recover from its economic collapse and establish the foundations for sustained growth. The International Monetary Fund’s analysis of Sri Lanka’s governance weaknesses has repeatedly emphasised the economic costs of corruption and institutional deficiencies. Its 2024 analysis of governance and growth concluded that comprehensive and coherent reforms could bring significant macroeconomic benefits. The IMF’s 2025 assessment also highlighted the importance of sustained governance reforms in unlocking the country’s growth potential. Investors, both domestic and foreign, need confidence that public institutions function according to predictable rules, that contracts and property rights are protected, and that political connections or social status will not determine how the law is applied.
Sensitive Issue
Sri Lanka has long sought the leap towards prosperity that has proved elusive under successive governments. Economic reform alone will not achieve it. The connection between the rule of law and economic prosperity is direct. Businesses are more likely to invest when they can expect disputes to be resolved fairly, public resources to be managed transparently and regulatory decisions to be made on rational grounds. No country can achieve a durable economic take-off if its institutions are perceived to operate according to political favour, inherited privilege or communal pressure. Sri Lanka cannot afford to return to a political culture in which powerful interests are shielded from accountability while ordinary citizens bear the costs.
Changing a political culture that has evolved over the decades if not centuries is a difficult undertaking, particularly in a country where political leaders have long relied on religious and communal identities to consolidate their support. It requires not only firmness but also sensitivity, dialogue and a willingness to reform laws and institutions where genuine deficiencies exist. The present controversy offers an opportunity to demonstrate that these objectives need not be in conflict. The government can respect the Buddhist clergy’s concerns about the treatment of monks in prison while refusing to grant an individual an exemption from a judicial sentence. It can recognise the importance of Buddhism to the country while maintaining that no religious or political authority stands above the law.
The question is whether national traditions and ethos are interpreted in ways that strengthen justice, responsibility and social harmony, or invoked to defend privileges that undermine them. The country needs a transformation in public expectations from privilege to accountability, from communal claims to equal citizenship, and from personal discretion to institutions governed by law.
The government’s handling of the case involving Ven. Gnanasara is therefore about more than one monk or one sentence. This particular case will determine whether the government can build a system in which no government, religious authority or politically influential individuals can place themselves beyond the law. A just society must be able to honour both its traditions and its commitment to equality before the law.
Features
Lure of old hometown too hard to resist
Lanka was his homeland, and now it’s Australia, based in Sydney. But for legendary performer Roger Menezes, the lure of his old hometown is just too hard to resist — and he keeps coming this way, ever so often!
Roger is in town at the moment — his fourth trip for this year alone! In fact, for the last few years, he has been checking out Sri Lanka on a very frequent basis.
This time, he says, he will be here for just two weeks, as he has heavy commitments, Down Under, as a performer.
On the 24th of this month, he will be seen in action at Broadway Dehiwela, celebrating their second anniversary. It’s a homecoming of sorts, as he was the very first artiste to perform live at this venue, on their opening night!
He goes back to Sydney in November for an early Christmas party, and will be back, in Colombo, in December, for more performances, with a pre-New Year’s Eve party at the Broadway, on 30th December.
Roger says he also takes the opportunity, whenever he visits Sri Lanka, to soak in the beauty of our country, especially the serene scenes away from the hustle and bustle of Colombo!

Roger Menezes: Fourth trip for this year
Roger Menezes is truly a remarkable talent, and it is always a sheer pleasure to look into the careers of musicians who have left such a lasting, indelible mark on Sri Lanka’s rich musical heritage.
Known for his signature “hits and memories” performance style — a nostalgic, heart-warming blend of jazz, pop, and classic rock — he remains a foundational figure of Sri Lanka’s golden era of music.
He was deeply integrated into Colombo’s swinging 1960s and 70s music scene.
He played drums for iconic groups like The Savages, Thunderbirds, and Fireflies, played guitar for Sam the Man, and joined the legendary band The Jetliners as their keyboardist, saxophonist, and guitarist (additionally recording bass guitar tracks). He also fronted his own much-loved ensemble, Roger and the Webs.
He migrated to Sydney, Australia, in the early ’70s and the legend only grew.
In Australia, he founded the highly successful corporate and event bands Eastern Spice and Stay Tuned (alongside his wife Cheryl and family). Under his leadership, Stay Tuned was heavily involved in providing entertainment for corporate functions, organised by the Sydney 2000 Olympic Committee. The group also headlined the New Year’s Eve festivities at Sydney’s iconic Centrepoint Tower for five consecutive years!
Today, he is widely celebrated as a highly adaptive one-man band, simultaneously navigating vocals, keyboards, guitar, saxophone, and drums — a one-man orchestra who truly does it all!
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