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From building businesses in the Far East to the main board of R&C

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(Excerpted from the autobiography of Lalith de Mel)

From time to time head hunters had been contacting de Mel about leading initiatives in developing markets. So he sought an appointment with the Chief Executive and asked him bluntly whether he was a potential Board candidate. He would go no further than to assure him that he was on the shortlist for the Board. The CEO sensed de Mel might leave and did not want that and so the conversation veered to what he would like to do next.

He had often argued at the Group’s strategic discussions that the Far East was an area of great potential. So he was asked whether he would like to move to the territory and make a serious effort to build a series of new businesses for Reckit and Colman in the area and was promised all the financial and human resources he required.

He decided to take on this role. He also decided that if he was not appointed to the Board after his stint in the Far East, he would move to one of the other groups which were contacting him about working for them in a regional role in the Far East. He thought it would be much more fun spending the rest of his working life in the East than in the West.

So he came home and told his wife and family that he was thinking about moving to Singapore. His wife thought Singapore was exciting (she really enjoyed her stay there). His daughter Chiara had just finished the first term of GCSE at a school which was her fourth school as they had also sent her to Colombo for a few years in the Sinhala stream at St. Bridget’s. He was worried about the disruption and decided that he would not push her and gently floated the idea. She too was up for it. The only condition his daughter imposed was that she wouldn’t move unless they took their dog, a Cavalier King Charles Spaniel called Dusty, to Singapore as well. So he took off to Singapore with his wife, daughter, Dusty and their Sri Lankan housekeeper.

Building businesses in the Far East

The two top items on the agenda were finding a house and a school. The company had a nice spacious house with a large garden, something that was very rare in central Singapore. Everybody liked the house so housing got a tick. The next item on the agenda was a school. His daughter got a place at United World College, so that too was ticked. The next was getting to school and back. Singapore was extremely safe and they didn’t have an issue with sending their daughter back and forth from school using public transport.

In the former British colonies, people spoke English. A reasonable amount of English was also spoken in Thailand. The Indonesians did not speak English. It was a very large market and it was useful in Indonesia to speak Bahasa to get around the market and ask a few meaningful questions. It was also useful for his golf since the caddies in Singapore and Malaysia spoke Bahasa. So he put that on the agenda.

The Far East was the one major gap in the Reckitt & Colman portfolio of countries. They had a big business in the USA, a good presence in Canada, businesses across Latin America and Europe and in the major markets in Africa, Australasia and South Asia.

“I had been making the case for developing the Far East regularly at the Group’s annual conference on strategy. I had said many times that this region would at some stage in the future be a huge consumer market. The individual markets would all grow at a different pace, but they would all grow. Those not familiar with the territory saw a hazier picture.

China had not opened up and may never do so. Japan was difficult. The news about Indonesia, Thailand, Taiwan, Philippines and Korea was more about political turmoil and less about big consumer markets. There were many claims on the Group’s resources, and the Far East was perceived as something that would be a long haul and years of losing money. Every year they said ‘let’s look at it again next year’.

They were also turned off as foreign investment was regulated in every country in some form or the other and the route may be joint ventures and that did not appeal. Approval was required from various authorities and there was the smell of corruption in the air in most of these countries. All this meant complexity and that did not appeal to the Group.

That was the background when I accepted the challenge. I said, ‘I will set out what I will endeavour to do’ and wanted approval in principle. I added that I wanted to be left in peace to get on with it without a host of corporate planning and finance staff visiting, nit-picking and debating the viability of my plans.

I said I would set up an operating entity with own or joint manufacturing facilities in Singapore, Malaysia, Thailand, Philippines, Taiwan, Indonesia, China, a marketing entity in Hong Kong and Joint Ventures in Japan. The target for completion was three years. I said this would provide the basic infrastructure that would enable the Group to progressively build its business in the region in the future. I added that if we did not put these starting blocks in place, we would never be able to benefit from the growth in the region.

Chief Executive, John St. Lawrence knew that if I did not get a clear yes, without a variety of conditions and reviews before each tranche of funding, I would walk away.

I got approval without any conditions and was up and running straightaway. I had already built a factory and had an office in Singapore and used this as the support base for the new businesses. At the end of three years I delivered. I did everything that I said I would do.

During this time I never visited the UK. I did not step into the corporate office for three years and I did not attend any of the annual conferences. I blocked all efforts by corporate planning and finance staff to visit the region to ask their usual probing questions to justify their roles. If they wrote, it went into the bin. But I religiously reported every month on progress to my Group Director, who fortunately had the good sense to leave me severely alone.

The only visitors I permitted were the Chairman and the Main Board Executive Directors.”

To summarize, de Mel established a company and business in Singapore with good manufacturing facilities, a company and business in Malaysia with manufacturing facilities, Joint Venture in Thailand with the Thai partner having manufacturing facilities, a new Joint Venture with a factory in Indonesia, a Joint Venture with an old trading firm in the Philippines which had manufacturing facilities, a new company with manufacturing facilities in Taiwan, a Joint Venture with the Chinese Government authorities, two manufacturing Joint Ventures in Japan, one in food and one in consumer products, and a new company in Hong Kong that was the resource base for developing China.

He had visits from the Main Board Directors. Some of them may even have had doubts that he had created so many businesses so quickly and wanted to see for themselves whether it was just a name board on the wall or whether there were actual manufacturing facilities, staff, products in retail outlets and a distributing network. They all went on trade visits and saw Reckitt & Colman products on the shelf, including the newly-launched Dettol plaster, soap and shower products, which have now grown to be mega products. The Chairman, Sir Michael Colman, had also visited and been impressed with what had been achieved in a short time.

From this model of developing a region in a rush, the key learning was to have top quality local management staff and de Mel put a lot of time and effort into making sure that he managed to get the appropriate staff. He never used any expats in the countries (except for a small corporate team of one Pakistani and one Indian in his corporate office in Singapore).

After two- and- a-half-years, when most of it was done, Corporate Headquarters insisted that he should do the Advanced Management Program at Harvard Business School and so it was off to the USA and Harvard. Multinationals put emphasis on evaluating and training their senior employees and one of the places considered best for this was the Harvard Business School and its acclaimed Advanced Management Program (AMP) for professionals higher up in the organization.

Lalith de Mel with wife Shiranee at the Harvard Business School AMP Graduation function

AMP was an uninterrupted and highly-condensed MBA for top business executives who could not spend a year away from the business. So the program had what they would usually do in a year condensed into four hectic months. Therefore he spent four months in Harvard away from his duties in Singapore doing exactly that.

It expected full commitment, especially because the program was to enhance not only the leadership capacity of the participants but also that of the organizations they worked for. It was for potential business leaders who were one or two levels away from the position of CEO and identified by the employer as persons vital to the company’s future business plan.

The program enabled the participants to meet and learn under recognized thought leaders, skilled educators, ground-breaking researchers, active corporate board members and award-winning authors. The majority of those who joined the program came from companies with an annual revenue in excess of $250 million and should have had at least 20 to 25 years of work experience including substantial time as a senior executive. Thus, a participant would be studying together with an elite group of business leaders groomed to graduate to the next level of the corporate ladder.

As a highly-integrated and fully-immersive program, its intention was to bring out analytical skills and cross-functional perspectives in a short period of time. Therefore AMP would ensure development in management skills, strategic insights, innovative thinking and initiating change as they were key qualities expected by the employer to drive their businesses. AMP was restructured to fit the current economic landscape so that the skills acquired could be applied in the participants work environment at the current point of time.

The ultimate perk of having completed the AMP is that one becomes a lifelong member in the Harvard Business School alumni and has exclusive access to its growing global network as well as resources and tools to keep learning. Though it was a stressful program that required a lot of hard work, Lalith enjoyed the course and successfully completed it.

At last an Asian director, appointed to the R&C main board at age 53 53

“My aspiration as a Regional Director was eventually to get on the Main Board of Reckitt & Colman PLC, which was a major top 100 company in the UK. I knew this was not going to be easy to achieve because it was an old traditional British company and a major top 100 public company in the UK. The Chairman at the time was Sir Michael Colman, a baronet. During my time at Corporate Headquarters, the Main Board Directors were all British with one exception, an Australian. I was the first non-British person to be a Regional Director. I had come through that glass ceiling and I wondered whether I could go through the next and get on to the Main Board.

The Main Board was composed of the Chairman, Chief Executive, six Group Directors and four Non-Executive Independent Directors. The challenge was to become one of the six Executive Directors. An opening came about only when one of the Main Board Members reached retiring age or was removed. At the time de Mel returned from Harvard, the Chief Executive and one other Director were due to retire and two slots were available.

A team of two Non-Executive Directors were given the task of selecting the next CEO. The favourite for the role was the most senior Director. I knew him well; he was a Regional Director occupying the next office when I came to London and we were good friends. We also played cricket together for the R&C London team. Early in his career he had been appointed to the Main Board and was the longest on the Board, so I felt that if my friend Peter Maydon was appointed, perhaps I would have a chance of getting on the Board. The final recommendation of the Non-Executive Director selection team was a surprise; they recommended a very young man, Vernon Sankey, who was the youngest on the Board. The full Board, after considering it, decided to appoint him.

The top team in the company comprised the Group Directors, the Regional Directors and Heads of the major businesses. We all attended various residential conferences from time to time so knew each other well as we ate together and had a few drinks at the bar together in the evenings. When I heard that Vernon Sankey was appointed I was surprised, but I did not feel uncomfortable because I knew Vernon quite well.

The appointment of an executive director of a major public company was an important task. After internal discussions, the chairman would make a recommendation to the full board which would make the final decision. The head of human resources had a large role to play as he was responsible for managing management succession for all the key jobs and he had a short list for all the jobs and had all the career information about potential candidates.

The retiring chief executive would also participate as the prospective candidates had all worked for him. The incoming chief executive would have a big say because the new board would be his team. An agreed decision would be recommended by the chairman to the full board.

On the day that the Board announced the appointment of Vernon Sankey, I was in Singapore. I remember the day well. Late in the evening, I had a call from Vernon in London and he said he would like me to join the Board as a member of his team. At last, the objective of getting on the board of this UK top 100 company was finally achieved. When 1 was appointed I got a flood of letters of congratulation.

Those who did, and would report to me, probably felt it was prudent to congratulate the new boss. What I found gratifying was to receive many letters from former colleagues. I have quoted below from three interesting letters.

Ted Wright when he was Group Director of the Overseas Group invited me to work in London as a Regional Director. This is what he said:

What a cheering announcement we found when we got back from a trip to France this week! I was truly delighted with the news of your appointment to the Board with responsibility for the whole Pacific Rim (West).

I well remember the day when I decided that your abilities were never likely to be adequately exploited if stayed in your native Sri Lanka and it’s immensely satisfying to see one’s predictions proved correct. You have mastered every challenge thrown at you and, I know will do the same with the new ones… With all good wishes for a most successful future,

Yours,

Ted

A letter from Stan Ward who was the Head of HR. He had retired by the time I went to Singapore. I was delighted to learn that far back when Stan was Head of HR, I was in the frame for a Board appointment.

I cannot say how delighted I was to hear the news of your appointment. Heartiest congratulations and best wishes for your future success.

Forgive me if I’m indiscreet, but it was always an ambition of mine that You would get on the Board, so I’m doubly pleased that one of my favourite ‘old boys’ has made it… Again, every good wish and warmest congratulations and regards,

Stan

A letter from Peter Knee, the last Group Director I reported to before being appointed to the Board:

“…you have worked hard and successfully for the promotion and also waited overlong for it. May the fact that it has now occurred be seen by you as a well-deserved recognition of your talent and achievements, and by the R&C world at large as both and more. And here I am thinking particularly of encouragement it will bring to all those in many countries who may have wondered whether R&C would cease to be a British international company and start to become a truly described multinational one. It has!”

The euphoria of the appointment and the congratulations received soon evaporated and became a memory of the past. It was overtaken by the challenge to prove beyond any doubt that those who appointed me had made a correct decision. I was aware that there would be some who were unhappy with the decision, particularly those who saw themselves as candidates for the Board. If my performance had bumped along and if I had difficult issues with senior managers, they would have gleefully pointed out publicly that I was not up to it.

This was not a job for life. If you did not perform, you had to go and take early retirement! That was the polite way to say that one was fired. During my tenure two Main Board Directors and one Chief Executive took early retirement.

Returning to the UK

We had kept our home and so we had no problems on that score. Our worry was Chiara, our daughter’s education. Fortunately she had a good track record with eight As at GCSE in Singapore. She got a place at the very elitist boys’ school Westminster that had just started taking in girls for Advanced Levels. We were always concerned about whether the many changes in schools due to my movements would affect her studies. Fortunately they did not. She got three As in her A/Level exam and the Certificate of Excellence for Economics given for the best two papers in Economics. Much to our disappointment she would not go to Cambridge after being offered a place at my old college after a gap year and instead went to Warwick University, which had a good reputation for Economics. She did well as usual and got a first class in her BSc Economics.



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From Windrush to Brexit: Redrawing Britain’s Migration Map

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A file photo of an anti-immigration protest in Dover

For much of its modern history, Britain was an imperial power connected to every corner of the globe, yet it was not a major destination for large-scale international migration. Different waves of newcomers arrived over the centuries, but the overall foreign-born population remained relatively small by contemporary standards. The 1901 Census recorded 82,844 people from Eastern Europe living in Britain, while the Chinese population numbered just 387. Even at the beginning of the 20th century, migrants from Asia and other parts of the world constituted only a tiny fraction of the country’s population. Britain was a nation shaped by migration, but not yet one transformed by it. That would begin to change dramatically in the aftermath of the Second World War.

One of the most significant changes in Britain’s migration patterns after World War II came from the former colonies of the British Empire. Faced with acute labour shortages and the demands of post-war reconstruction, the government introduced the British Nationality Act of 1948, granting citizens of the Commonwealth the right to live and work in the United Kingdom. Although immigration controls were tightened through legislation, such as the Commonwealth Immigrants Act of 1962, migration from former colonies continued. Many of those who arrived belonged to the educated middle classes of their home countries. Having passed through education systems established by Britain during the colonial period, they were already familiar with the English language, British institutions and aspects of British culture. For them, Britain represented a land of opportunity, professional advancement and social mobility.

A different set of motivations drove migration from continental Europe, particularly from Eastern European countries. For these migrants, the United Kingdom offered significantly higher wages, stronger labour markets and living standards that often exceeded those available in their countries of origin. This trend accelerated further after Britain joined the European Economic Community in 1973, initiating a period in which citizens of member states gradually acquired rights to move, work, study and establish businesses across national borders. The expansion of the European Union in the early 21st century, particularly the accession of several Eastern European states in 2004, would later transform these flows on an unprecedented scale.

Immigration has rarely been determined solely by economic forces; it has also reflected the priorities of governments in power. During the period between 1997 and 2010, when the Labour Party was in power, immigration policies became comparatively more open in several key areas. Combined with economic growth and labour demand, these policies contributed to a substantial increase in migration, with net migration reaching levels that had few historical precedents in modern Britain. The debate over whether this growth was an economic necessity, a policy success or a political miscalculation continues to influence British politics to this day.

The next major turning point came with the Brexit referendum of 2016 and Britain’s eventual departure from the European Union. For decades, European citizens had enjoyed relatively unrestricted access to the British labour market through the principle of free movement. As the post-Brexit immigration system took shape, that privilege largely disappeared. The result was not the end of migration, but a significant shift in its composition. Labour shortages remained across sectors, ranging from healthcare and social care to information technology, logistics and higher education. As European migration declined, employers increasingly turned to other parts of the world to meet these demands.

This created new opportunities for migrants from countries such as India, Pakistan, Sri Lanka and several other Asian nations. In many respects, these arrivals filled a vacuum left by the reduction in European labour mobility. The overall pattern suggests that Britain’s economy continued to require migrant labour even as its immigration framework underwent fundamental change. Migration flows did not disappear; rather, they were redirected.

Yet this shift has done little to calm public anxieties surrounding immigration. If anything, concerns over migration have remained a central feature of British political debate. Governments of different political persuasions, including those that once defended relatively liberal immigration policies, have increasingly adopted tougher rhetoric and stricter measures aimed at reducing migration levels. Across the political spectrum, there is growing pressure to demonstrate greater control over borders, tighten visa pathways and, in some cases, encourage or require migrants to leave once their economic or educational purpose has ended.

This pressure has translated into a series of policy changes. In 2025, the government announced new restrictions designed to reduce migration and increase employer reliance on the domestic workforce. Among the most significant measures were plans to shorten the list of occupations for which employers could sponsor workers from overseas and to introduce tougher compliance requirements for sponsoring organisations. Social care, a sector that had become heavily dependent on international recruitment, was particularly affected, with employers facing tighter limitations on recruiting care workers from abroad. These changes reflected a broader political commitment to lowering migration numbers, even as many sectors continued to report persistent staffing shortages.

The higher education sector has also found itself at the centre of this debate. International students have become one of the most important contributors to Britain’s universities and local economies. They pay tuition fees that help sustain institutions, support jobs in university towns and cities, and contribute billions of pounds annually through spending on housing, transport and everyday living expenses. For many students, however, studying in Britain is not merely an educational experience but a substantial personal and financial investment made with the expectation that it will open pathways to professional opportunities.

Against this backdrop, proposals to reduce the standard length of the graduate visa have generated considerable concern. The graduate route has allowed international students to remain in the United Kingdom after completing their studies in order to gain work experience and establish careers. Supporters of restrictions argue that student visas should not become a long-term migration pathway. Critics counter that reducing post-study opportunities risks making Britain less attractive in an increasingly competitive global market for talent. Countries such as Canada, Australia and Germany continue to compete aggressively for skilled international graduates, and students weighing their options may choose destinations that offer clearer prospects after graduation.

These debates often frame migration as a problem to be solved through numerical reductions. Yet, what should be noted here is that many of the pressures commonly attributed to immigration are connected to wider economic and political challenges. The decade following Britain’s departure from the European Union has been marked by an unusual degree of political instability. Since the Brexit referendum, the country has seen seven prime ministers, with governments frequently changing direction on economic strategy, public spending and immigration policy. Such instability has contributed to uncertainty about Britain’s long-term trajectory and has complicated efforts to build a consistent approach to migration.

Public concerns about immigration are real and cannot simply be dismissed. Anti-immigration demonstrations and calls for stricter border controls continue to attract significant support in some parts of the country. At the same time, these concerns often become a focal point through which broader anxieties about housing, public services, economic stagnation and national identity are expressed. Immigration is therefore not merely a migration issue; it is also a lens through which deeper social and political tensions are debated.

The increasingly restrictive tone of migration policy has also raised questions about community cohesion and the treatment of migrants already living in Britain.

While much public attention focuses on new arrivals, long-term residents can also find themselves affected by changing rules and enforcement practices. Earlier proposals such as the Rwanda asylum plan, announced in 2022, sought to relocate certain asylum seekers to Rwanda for the processing of their claims, though the policy was never ultimately implemented. More recently, cases involving migrants being instructed to leave the country despite having established families, employment and community ties have generated public debate. One widely discussed example involved Chamila Dilrukshi, a Sri Lankan mother, who was instructed by the Home Office to leave the United Kingdom with her three children while her husband remained in Britain. Cases such as these illustrate how immigration policy extends beyond statistics and labour markets, affecting family life, community relationships and the sense of belonging experienced by migrants who have built their lives in the country.

This raises a more fundamental question than the familiar debate over whether immigration numbers should rise or fall. If Britain continues to face an ageing population, labour shortages in critical sectors and increasing competition for global talent, can it realistically sustain economic growth while simultaneously reducing its reliance on migrants? Equally important, can successive governments build a migration system that balances economic necessity, public confidence and social cohesion at a time of continuing political uncertainty? The answer may prove decisive not only for Britain’s future migration policy, but for the broader question of what kind of society, economy and national identity the United Kingdom hopes to shape in the decades ahead.

by Viran Maddumage
Assistant Lecturer & PhD(Reading) Department of Human Geography and Migration, Macquarie University, Australia
and Sanduni Rathnayake

Lecturer (Probationary) Faculty of Law, General Sir John Kotelawala Defence University

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Tolerance and Diversity

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Today all the major religions of the world must respond to a double challenge. On one side is the challenge of secularism, a trend which has swept across the globe, battering against the most ancient strongholds of the sacred and turning all man’s movements towards the Beyond into a forlorn gesture, poignant but devoid of sense. On the other side is the meeting of the great religions with each other. As the most far-flung nations and cultures merge into a single global community, the representatives of humankind’s spiritual quest have been brought together in an encounter of unprecedented intimacy, an encounter so close that it leaves no room for retreat. Thus, at one and the same time each major religion faces, in the amphitheater of world opinion, all the other religions of the earth, as well as the vast numbers of people who regard all claims to possess the Great Answer with a skeptical frown or an indifferent yawn.

In this situation, any religion which is to emerge as more than a relic from humanity’s adolescence must be able to deal, in a convincing and meaningful manner, with both sides of the challenge. On the one hand it must contain the swelling tide of secularism, by keeping alive the intuition that no amount of technological mastery over external nature, no degree of proficiency in providing for humanity’s mundane needs, can bring complete repose to the human spirit, can still the thirst for a truth and value that transcends the boundaries of contingency. On the other hand, each religion must find some way of disentangling the conflicting claims that all religions make to understand our place in the grand scheme of things and to hold the key to our salvation. While remaining faithful to its own most fundamental principles, a religion must be able to address the striking differences between its own tenets and those of other creeds, doing so in a manner that is at once honest yet humble, perspicacious yet unimposing.

In this brief essay, I wish to sketch the outline of an appropriate Buddhist response to the second challenge. Since Buddhism has always professed to offer a “middle way” in resolving the intellectual and ethical dilemmas of the spiritual life, we may find that the key to our present problematic also lies in discovering the response that best exemplifies the middle way. As has often been noted, the middle way is not a compromise between the extremes but a way that rises above them, avoiding the pitfalls into which they lead. Therefore, in seeking the proper Buddhist approach to the problem of the diversity of creeds, we might begin by pinpointing the extremes which the middle way must avoid.

The first extreme is a retreat into fundamentalism, the adoption of an aggressive affirmation of one’s own beliefs coupled with a proselytizing zeal towards those who still stand outside the chosen circle of one’s co-religionists. While this response to the challenge of diversity has assumed alarming proportions in the folds of the great monotheistic religions, Christianity and Islam, it is not one towards which Buddhism has a ready affinity, for the ethical guidelines of the Dhamma naturally tend to foster an attitude of benign tolerance towards other religions and their followers. Though there is no guarantee against the rise of a militant fundamentalism from within Buddhism’s own ranks, the Buddha’s teachings can offer no sanctification, not even a remote one, for such a malignant development.

For Buddhists the more alluring alternative is the second extreme. This extreme, which purchases tolerance at the price of integrity, might be called the thesis of spiritual universalism: the view that all the great religions, at their core, espouse essentially the same truth, clothed merely in different modes of expression. Such a thesis could not, of course, be maintained in regard to the formal creeds of the major religions, which differ so widely that it would require a strenuous exercise in word-twisting to bring them into accord. The universalist position is arrived at instead by an indirect route. Its advocates argue that we must distinguish between the outward face of a religion — its explicit beliefs and exoteric practices — and its inner nucleus of experiential realisation. On the basis of this distinction, they then insist, we will find that beneath the markedly different outward faces of the great religions, at their heart — in respect of the spiritual experiences from which they emerge and the ultimate goal to which they lead — they are substantially identical. Thus, the major religions differ simply in so far as they are different means, different expedients, to the same liberative experience, which may be indiscriminately designated “enlightenment,” or “redemption,” or “God-realization,” since these different terms merely highlight different aspects of the same goal. As the famous maxim puts it: the roads up the mountain are many, but the moonlight at the top is one. From this point of view, the Buddha Dhamma is only one more variant on the “perennial philosophy” underlying all the mature expressions of man’s spiritual quest. It may stand out by its elegant simplicity, its clarity and directness; but a unique and unrepeated revelation of truth it harbors not.

On first consideration the adoption of such a view may seem to be an indispensable stepping-stone to religious tolerance, and to insist that doctrinal differences are not merely verbal but real and important may appear to border on bigotry. Thus, those who embrace Buddhism in reaction against the doctrinaire narrowness of the monotheistic religions may find in such a view — so soft and accommodating — a welcome respite from the insistence on privileged access to truth typical of those religions. However, an unbiased study of the Buddha’s own discourses would show quite plainly that the universalist thesis does not have the endorsement of the Awakened One himself. To the contrary, the Buddha repeatedly proclaims that the path to the supreme goal of the holy life is made known only in his own teaching, and therefore that the attainment of that goal — final deliverance from suffering — can be achieved only from within his own dispensation. The best known instance of this claim is the Buddha’s assertion, on the eve of his Parinibbana, that only in his dispensation are the four grades of enlightened persons to be found, that the other sects are devoid of true ascetics, those who have reached the planes of liberation.

The Buddha’s restriction of final emancipation to his own dispensation does not spring from a narrow dogmatism or a lack of good will, but rests upon an utterly precise determination of the nature of the final goal and of the means that must be implemented to reach it. This goal is neither an everlasting afterlife in a heaven nor some nebulously conceived state of spiritual illumination, but the Nibbana element with no residue remaining, release from the cycle of repeated birth and death. This goal is effected by the utter destruction of the mind’s defilements — greed, aversion and delusion — all the way down to their subtlest levels of latency. The eradication of the defilements can be achieved only by insight into the true nature of phenomena, which means that the attainment of Nibbana depends upon the direct experiential insight into all conditioned phenomena, internal and external, as stamped with the “three characteristics of existence”: impermanence, suffering, and non-selfness. What the Buddha maintains, as the ground for his assertion that his teaching offers the sole means to final release from suffering, is that the knowledge of the true nature of phenomena, in its exactitude and completeness, is accessible only in his teaching. This is so because, theoretically, the principles that define this knowledge are unique to his teaching and contradictory in vital respects to the basic tenets of other creeds; and because, practically, this teaching alone reveals, in its perfection and purity, the means of generating this liberative knowledge as a matter of immediate personal experience. This means is the Noble Eightfold Path which, as an integrated system of spiritual training, cannot be found outside the dispensation of a Fully Enlightened One.

Surprisingly, this exclusivistic stance of Buddhism in regard to the prospects for final emancipation has never engendered a policy of intolerance on the part of Buddhists towards the adherents of other religions. To the contrary, throughout its long history, Buddhism has displayed a thoroughgoing tolerance and genial good will towards the many religions with which it has come into contact. It has maintained this tolerance simultaneously with its deep conviction that the doctrine of the Buddha offers the unique and unsurpassable way to release from the ills inherent in conditioned existence. For Buddhism, religious tolerance is not achieved by reducing all religions to a common denominator, nor by explaining away formidable differences in thought and practice as accidents of historical development. From the Buddhist point of view, to make tolerance contingent upon whitewashing discrepancies would not be to exercise genuine tolerance at all; for such an approach can “tolerate” differences only by diluting them so completely that they no longer make a difference. True tolerance in religion involves the capacity to admit differences as real and fundamental, even as profound and unbridgeable, yet at the same time to respect the rights of those who follow a religion different from one’s own (or no religion at all) to continue to do so without resentment, disadvantage or hindrance.

Buddhist tolerance springs from the recognition that the dispositions and spiritual needs of human beings are too vastly diverse to be encompassed by any single teaching, and thus that these needs will naturally find expression in a wide variety of religious forms. The non-Buddhist systems will not be able to lead their adherents to the final goal of the Buddha’s Dhamma, but that they never proposed to do in the first place. For Buddhism, acceptance of the idea of the beginningless round of rebirths implies that it would be utterly unrealistic to expect more than a small number of people to be drawn towards a spiritual path aimed at complete liberation. The overwhelming majority, even of those who seek deliverance from earthly woes, will aim at securing a favorable mode of existence within the round, even while misconceiving this to be the ultimate goal of the religious quest.

To the extent that a religion proposes sound ethical principles and can promote to some degree the development of wholesome qualities such as love, generosity, detachment and compassion, it will merit in this respect the approbation of Buddhists. These principles advocated by outside religious systems will also conduce to rebirth in the realms of bliss — the heavens and the divine abodes.

Buddhism by no means claims to have unique access to these realms, but holds that the paths that lead to them have been articulated, with varying degrees of clarity, in many of the great spiritual traditions of humanity. While the Buddhist will disagree with the belief structures of other religions to the extent that they deviate from the Buddha’s Dhamma, he will respect them to the extent that they enjoin virtues and standards of conduct that promote spiritual development and the harmonious integration of human beings with each other and with the world. (Courtesy Buddhist Publication Society.)

by Bhikkhu Bodhi

 

 

 

 

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Seeing things as they truly are

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Buddhism offers a profound moral and philosophical framework aimed at guiding individuals toward enlightenment and alleviating suffering. A key aspect of this journey is understanding reality through the lens of the Three Marks of Existence, a concept deeply rooted in Buddhist scriptures and teachings. This understanding can often become obscured by delusion and ignorance, hindering our ability to perceive the true nature of reality and trapping us in cycles of suffering.

The Three Marks of Existence, also known as the Three Universal Truths, are (1) impermanence (Anicca), (2) suffering or unsatisfactoriness (Dukkha), and (3) non-self or insubstantiality (Anatta). These principles, articulated by the Buddha over 2,500 years ago, reveal universal truths applicable to all beings and serve as a foundation for deeper insights into life. They emphasise that all phenomena are transient, that lasting happiness is elusive, and that the notion of a fixed self is fundamentally illusory.

In the Pali Canon, teachings highlight that all conditioned phenomena (saṅkhārāā) are subject to Anicca and Dukkha, while Anatta extends even further, applying to all dhammas. As stated in the Anatta-lakkhana Sutta, the Buddha underscores the reality that there is no enduring self within the five aggregates, indicating that the belief in “I” or “mine” is a source of Dukkha that must be relinquished. Understanding Anatta encourages practitioners to recognise the emptiness of the self and to understand how clinging to identity leads to suffering.

These three characteristics are incontrovertible facts that apply to both animate and inanimate things. Whether Buddhas arise or not, these truths exist in the world. In Buddhism, to see things as they truly are means to consistently view them through the lens of the Three Marks. Failing to do so, or deceiving oneself about their reality and range of application, is the defining mark of ignorance (avijja). This ignorance of our true nature and the true nature of our surroundings leads to actions based on delusions, accumulating karma that keeps us bound to the cycle of rebirth and death.

Dissolving that ignorance through direct insight into the Three Marks is said to bring an end to samsara and the resulting suffering (dukkha nirodha or nirodha sacca, as described in the third of the Four Noble Truths). To perceive things as they truly are, one must cultivate an understanding of these truths—not merely through intellectual contemplation but also through insights gained from personal experiences. A deeper comprehension of the Three Universal Truths fosters wisdom and leads to liberation from the cycle of rebirth, culminating in Nibbana, the ultimate goal of Buddhism.

Recognising the interplay of these three characteristics in our lives is essential. Ignorance of these truths breeds delusion and results in actions that generate karma, confining us to a persistent cycle of birth, death, and rebirth. Gaining direct insight into the Three Marks of Existence enables us to transcend suffering (Dukkha Nirodha), aligning with the third of the Four Noble Truths.

Moreover, a lack of understanding regarding these universal truths can lead to frustration and despair. Conversely, a clear grasp of the Three Marks equips us to navigate life’s complexities, allowing for realistic expectations, resilient acceptance of suffering, and protection against misleading beliefs.

The Satipatthana Sutta highlights mindfulness as a vital tool for engaging with reality as it is. By observing our thoughts, feelings, and sensations without attachment or aversion, we cultivate a clearer perception of impermanence, suffering, and non-self. The realisation that all phenomena are fleeting allows us to develop a compassionate response to ourselves and others, breaking the cycle of craving and clinging that fuels suffering.

Rev. Nyanapoke further articulates that the Three Marks are observable in every facet of existence—physical, emotional, mental, and social. He notes that natural cycles, shifts in emotions, evolving thoughts, and changing relationships epitomise the transient nature of life. Even when contemplating minute aspects of life, we encounter an immense variety of living forms, from microbes to humans, demonstrating that these three basic features are common to everything that possesses animate existence. Through this comprehensive understanding, we can better navigate the complexities of life and deepen our connection to the essence of existence.

By reflecting on the first of the Three Marks of Existence, the universal truth of impermanence, we come to understand the stark reality that everything we acquire and hold dear—possessions, achievements, cherished relationships, and loved ones—will ultimately succumb to time and cease to exist. This notion is poignantly captured by the philosopher Heraclitus, who famously remarked, “No man ever steps in the same river twice,” underscoring the idea that both the river and the man are in constant flux, the transient nature of existence.

This idea of impermanence also resonates with the biblical acknowledgement, “Why do you not even know what will happen tomorrow? What is your life? You are but a mist that appears for a little while and then vanishes” (James 4:14). The first truth, impermanence, is intricately connected to all aspects of our existence.

The second characteristic. Dukkha is an important concept in Buddhism, commonly referred to as suffering. It is the first of the Four Noble Truths. Suffering is an inescapable part of life, and it can come in many forms. It refers to the habitual experience of mundane life as fundamentally unsatisfactory and painful. There are many times in our lives when we feel overwhelmed by our suffering and wonder how we can overcome it. Dukkha refers to the inherent unsatisfactoriness and suffering present in life. It encompasses a broad range of experiences, including physical pain, emotional distress, and existential dissatisfaction. In other words, dukkha can vary from minor irritations to profound suffering, and it is not limited to overt suffering. It also highlights the subtle discomfort that arises from life’s impermanence and the transient nature of happiness. Even moments of joy are often tinged with the knowledge that they are fleeting, leading to a perpetual sense of longing or fear of loss. The Buddha applies the characteristic of suffering to all conditioned things in the sense that for living beings, everything conditioned is a potential cause of experienced suffering and is, at any rate, incapable of giving lasting satisfaction.

Buddha says, “The world is established on suffering, is founded on suffering” (Dukkha loko patitthito). His whole doctrine rests on the pivot of suffering. He perceived the universality of suffering and propounded a remedy (Noble Eightfold Path) for the universal sickness of humanity. By that, Buddhism does not denote an attitude of hopelessness and pessimism toward life. Buddha did not expect his adherents to be constantly brooding over the ills of life and so make their lives unhappy.

If you look at the world with dispassionate discernment, it becomes abundantly clear that there is only one problem in the world, which is suffering, dukkha. Today, people all over the world suffer untold suffering and agony, and there is so much misery all around us. People’s lives are plucked at a young age. Many people suffer from incurable diseases and tragic deaths. Humanity is continuously grappling with many natural disasters and destruction. Yet, through ignorance, people go chasing after shadows, dwelling in delusion, unable to confront the adversities that life brings. Suffering appears and passes away, only to reappear in other forms. All forms of suffering are either physical or psychological. All is in a whirl; nothing escapes this inexorable, unceasing change.

Understanding Dukkha is crucial for practitioners, as it invites introspection about the nature of existence and our responses to experiences. Instead of viewing suffering as something to be avoided, Buddhism encourages us to confront it, recognize its roots, and understand its universal presence in human life. This acknowledgement allows us to cultivate compassion for ourselves and others who are also caught in this cycle of suffering. By facing Dukkha with awareness, we can begin to unravel the causes of our suffering and start the journey toward alleviation.

The third truth, Anatta, embraces the concept of non-self or insubstantiality, suggesting that there is no permanent, unchanging self within us. This realisation challenges the deeply ingrained belief in a fixed identity or essence. Instead, Buddhism teaches that what we consider the “self” is actually a collection of ever-changing physical and mental components, known as the five aggregates: form, sensation, perception, mental formations, and consciousness.

Understanding Anatta is liberating in that it encourages us to let go of attachments to our identities, beliefs, and notions of self. When we cling to a fixed identity, we create suffering through desires and fears related to maintaining that identity. By recognising that the self is contingent and fluid, we can reduce suffering and anxiety associated with self-identity and experience greater freedom. Embracing Anatta allows individuals to break free from the confines of ego, leading to a deeper connection with the world and others.

Together, the truths of Dukkha and Anatta highlight the importance of understanding suffering and the illusion of self in the journey toward enlightenment. By facing these truths, practitioners can cultivate wisdom, compassion, and ultimately find liberation from the cycles of rebirth and suffering.

by Dr. Justice Chandradasa Nanayakkara

 

 

 

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