Features
MORE FUN AT THE MOUNT – Part 12
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
Personal Connections at the Mount
My Confession 11, published with the title of ‘The Greatest Love’ last week in the Sunday Island, resulted in more than the usual number of comments on social media. I was particularly happy to receive the following message on LinkedIn, “Fantastic article. I love the ending poem of the article dedicated to “the greatest love”, your mother. So touching and reminds every reader of the warmth and leadership role of a mother. Although, today is the day dedicated to all fathers, your article covers not only the great adventures and love of the hotel, but more importantly what a key role parents play in fostering children.” This message is very special to me because of the writer. He is Mr. Sanath Ukwatte, the Chairman of the Mount Lavinia Hotel (MLH) Group.
I met Sanath for the first time in his father’s office at MLH in early 1985. His father, Mr. U. K. Edmund, was one of those humble Southerners who came to Colombo and built significant business empires in mid-20th century Ceylon. He was a visionary business icon. After running the business of the Ceylon Government Railway’s entire catering operation, he built one of the two largest breweries in Ceylon, Three Coins. He purchased MLH in the mid-1970s, and expanded the great hotel while maintaining the early 19th century architecture. In early 1985, soon after I returned to Sri Lanka after completing my MSc in International Hotel Management at the University of Surrey, UK, I received a telephone call from the veteran hotelier Prasanna Jayawardene, who was the General Manager of MLH. He wanted me to join MLH as the Deputy General Manager, and wanted me to meet the owner and his young son, who was learning his father’s business.
At the end of the interview, Mr. U. K. Edmund stated decisively in Sinhala, “You are hired. When can you start work?”. I told him that I also have interviews with John Keells, Le Meridien, Oberoi and Coral Gardens Hotel; therefore, I needed a little time to decide. At that point, Mr. Edmund told me: “OK, go to all those interviews and see what happens. We will offer you much more than any of the others!”. I finally had job offers from all five companies, accepted the offer from John Keells and became the General Manager of their two largest resort hotels – The Lodge and the Village in Habarana. Sanath kept in touch with me, and offered me the post of the General Manager of MLH in 1988. Eventually I left a good job in London to accept Sanath’s generous offer on an expatriate contract for three years. Being the General Manager of MLH, was my last job in Sri Lanka, and easily the most memorable in my 50-year career in hospitality.
A Waiter at the Hut
During the 1972/1973 tourist season, four of my batch mates from the Ceylon Hotel School (CHS) and I continued to enjoy our work at MLH. Doing our co-op (in-service) as trainee waiters, we hardly made any tips serving the fixed four course dinner menu. Soon after the dinner service, we volunteered to work at the Little Hut, the famous night club at MLH. As tips were great at the Hut, we even did a couple of extra hours, without overtime wages. We also liked the live bands that
played there. I always treated the hospitality business the same way as show business. One day I was happy when a top musician performing at the Hut, Ishan Bahar, asked me, “With your afro hairstyle, you look like a musician, would you like to sing in a band?” After work, around midnight while walking to the bus stand, we sang the top hits of the day that were played at the Hut. Inspired by Ishan’s comments, I tried to imitate Johnny Nash, and sang very loudly, but badly:
I can see clearly now the rain is gone
I can see all obstacles in my way…
Although I could not sing well, years later, I produced a series of popular stage music shows with choreographed dance routines, set changes and special effects, at hotels and BMICH, the national conference centre of Sri Lanka. At the finale of one of those shows in 1980s, Ishan Bahar called me on stage and presented a token of appreciation, painted by him and signed by all the musicians who performed at that show. In the early 1990s, as the General Manager of MLH I convinced Ishan Bahar, to return to limelight as the special guest artiste at the Hut at prime time on Saturday nights. Thank you for the music!
After the tips
I quickly got interested in optimising my tip earning potential. More than the desire for making money, it was somewhat of a competition within myself. I started observing experienced waiters who made lots of money through tips. Most of them had good social skills and knew how to up-sell. I learnt those skills very quickly. I started recommending lobster to customers who were thinking of shrimp, Champagne to customers who were thinking of wine and fillet steak to customers who were thinking of beef stew. It worked most of the time. I also identified high spending customers and became friendly with them, while memorizing their favourite drinks and dishes. Most of the experienced full-time waiters were from villages which meant that they were not very fluent in English. That provided the trainee waiters from CHS a slight unfair advantage when promoting and up-selling products to European tourists.
Employee Relations
MLH at that time had a very colonial style hierarchy with several levels of employee meal rooms. Although we were trainee waiters, because of our CHS connection
we were treated a little differently. For example, we were not sent to the common employee canteen in the basement for our meals. We were served our meals at a comfortable clerical staff meal room on the first floor. I was always uncomfortable with this preferential treatment. I was keen to avoid any jealousy from the full-time employees who were helping us to learn the profession. Therefore, ignoring advice from a couple of my CHS buddies, I addressed some of these senior waiters as ‘aiyya’ (elder brother), ‘uncle’ or ‘boss’. They liked that as I was showing them respect.
Tip Records
One thing I learnt quickly is that to up-sell food and beverage, one needs good product knowledge. When we were not too busy, I commenced studying the cocktail lists, wine lists and à la carte menus. I sought Chef Publis’s help in understanding some of the dishes I was not familiar with. He was always very helpful and friendly, and went into detailed explanations in Sinhala. All of these efforts made me a better waiter who earned lots of tips. Every night during my commute to home, I would sit at a back seat on the top deck of a red double decker to count my tips. When I went home, I announced my successes to my mother. I soon kept a target for each month and recorded daily tip earnings on a handwritten sheet. For my first month at MLH, I reached my target of Rs. 1,000 in tips. Considering that my salary for the same month at MLH was only around Rs. 100, my tip earnings were a lot of money at that time.
A Workers’ Strike
One afternoon when five of us arrived at the hotel for our shift, we were surprised to see most of the staff outside the hotel shouting slogans against the management. They were aggressive. Even the employees who were usually very friendly with us looked and sounded angry and unfriendly that afternoon. I realized how peer pressure can change attitudes of some people, very quickly. Owing to the support of the socialist government of Sri Lanka at that time, the left-wing trade unions controlled by the LSSP, were very strong. A union delegate ordered us to go home and said, “We will not let you go into the hotel today. Until the management changes their unfair rules, we will close MLH!”
My batch mates and I were scared, but I gathered some courage to inquire the reason for this sudden strike. The American General Manager had insisted that all staff wear Hyatt uniforms, which included trousers and shoes. In his mind, maintaining Hyatt standards, at any cost was a top priority. Unlike now, most employees coming from villages had never worn western clothes. They wore sarongs and slippers, and never in their life wore a pair of shoes. That day the lesson I learnt was that managers must balance corporate standards with practicality, while understanding human challenges.
This lesson helped me to avoid a major strike in Jamaica in late 1990s when the union there refused to wear a section of Le Meridien uniform, as it reminded them of the dark days of colonial slavery. My superiors in the corporate office of Le Meridien in Paris insisted that corporate standards must be maintained at any cost. I disagreed and was able to eventually change the corporate policy in recognition of the cultural challenge.
I told the chief union delegate in the middle of the MLH 1972 strike, “We simply cannot refrain from working today. We are students and not members of your union. If we don’t work today, most likely we will be expelled from CHS.” He disagreed. After further negotiation he asked me to come down to the employee quarters with him and meet with the union leader for a one-on-one meeting. I met a powerful leader of LSSP trade union. His name was D.G. William who later became an LSSP Senator. His commanding personality and his booming voice, made me very nervous. However, with a brave face I narrated my rationale. He listened and thought for a while, before telling the chief union delegate, “This boy has a reasonable point.”
He then ordered the delegates to let five of us to proceed to MLH to work. That was my first experience of situational leadership. That afternoon we worked very hard as there were not enough employees to serve the guests in a hotel that was full. The strike was settled just before dinner service. The management gave in. Those employees who were uncomfortable wearing trousers and shoes were allowed to continue working in sarongs and slippers.
Decades later I did an assignment for another great hotel in Sri Lanka of the same vintage as MLH, the Galle Face Hotel. My three-month long assignment there was as the Consultant to then Chairman, Mr. Cyril Gardiner. My client made the arrangement to convert the board room of the hotel as my temporary office. This board room had been re-named by Mr. Gardiner, after one of the greatest trade union leaders of the country – late D.G. William.
Features
Ethnic-related problems need solutions now
In the space of 15 months, President Anura Kumara Dissanayake has visited the North of the country more than any other president or prime minister. These were not flying visits either. The president most recent visit to Jaffna last week was on the occasion of Thai Pongal to celebrate the harvest and the dawning of a new season. During the two days he spent in Jaffna, the president launched the national housing project, announced plans to renovate Palaly Airport, to expedite operations at the Kankesanthurai Port, and pledged once again that racism would have no place in the country.
There is no doubt that the president’s consistent presence in the north has had a reassuring effect. His public rejection of racism and his willingness to engage openly with ethnic and religious minorities have helped secure his acceptance as a national leader rather than a communal one. In the fifteen months since he won the presidential election, there have been no inter community clashes of any significance. In a country with a long history of communal tension, this relative calm is not accidental. It reflects a conscious political choice to lower the racial temperature rather than inflame it.
But preventing new problems is only part of the task of governing. While the government under President Dissanayake has taken responsibility for ensuring that anti-minority actions are not permitted on its watch, it has yet to take comparable responsibility for resolving long standing ethnic and political problems inherited from previous governments. These problems may appear manageable because they have existed for years, even decades. Yet their persistence does not make them innocuous. Beneath the surface, they continue to weaken trust in the state and erode confidence in its ability to deliver justice.
Core Principle
A core principle of governance is responsibility for outcomes, not just intentions. Governments do not begin with a clean slate. Governments do not get to choose only the problems they like. They inherit the state in full, with all its unresolved disputes, injustices and problemmatic legacies. To argue that these are someone else’s past mistakes is politically convenient but institutionally dangerous. Unresolved problems have a habit of resurfacing at the most inconvenient moments, often when a government is trying to push through reforms or stabilise the economy.
This reality was underlined in Geneva last week when concerns were raised once again about allegations of sexual abuse that occurred during the war, affecting both men and women who were taken into government custody. Any sense that this issue had faded from international attention was dispelled by the release of a report by the Office of the Human Rights High Commissioner titled “Sri Lanka: Report on conflict related sexual violence”, dated 13.01.26. Such reports do not emerge in a vacuum. They are shaped by the absence of credible domestic processes that investigate allegations, establish accountability and offer redress. They also shape international perceptions, influence diplomatic relationships and affect access to cooperation and support.
Other unresolved problems from the past continue to fester. These include the continued detention of Tamil prisoners under the Prevention of Terrorism Act, in some cases for many years without conclusion, the failure to return civilian owned land taken over by the military during the war, and the fate of thousands of missing persons whose families still seek answers. These are not marginal issues even when they are not at the centre stage. They affect real lives and entire communities. Their cumulative effect is corrosive, undermining efforts to restore normalcy and rebuild confidence in public institutions.
Equal Rights
Another area where delay will prove costly is the resettlement of Malaiyaha Tamil communities affected by the recent cyclone in the central hills, which was the worst affected region in the country. Even as President Dissanayake celebrated Thai Pongal in Jaffna to the appreciation of the people there, Malaiyaha Tamils engaged in peaceful campaigns to bring attention to their unresolved problems. In Colombo at the Liberty Roundabout, a number of them gathered to symbolically celebrate Thai Pongal while also bringing national attention to the issues of their community, in particular the problem of displacement after the cyclone.
The impact of the cyclone, and the likelihood of future ones under conditions of climate change, make it necessary for the displaced Malaiyaha Tamils to be found new places of residence. This is also an opportunity to tackle the problem of their landlessness in a comprehensive manner and make up for decades if not two centuries of inequity.
Planning for relocation and secure housing is good governance. This needs to be done soon. Climate related disasters do not respect political timetables. They punish delay and indecision. A government that prides itself on system change cannot respond to such challenges with temporary fixes.
The government appears concerned that finding new places for the Malaiyaha Tamil people to be resettled will lead to land being taken away from plantation companies which are said to be already struggling for survival. Due to the economic crisis the country has faced since it went bankrupt in 2022, the government has been deferential to the needs of company owners who are receiving most favoured treatment. As a result, the government is contemplating solutions such as high rise apartments and townhouse style housing to minimise the use of land.
Such solutions cannot substitute for a comprehensive strategy that includes consultations with the affected population and addresses their safety, livelihoods and community stability.
Lose Trust
Most of those who voted for the government at the last elections did so in the hope that it would bring about system change. They did not vote for the government to reinforce the same patterns that the old system represented. At its core, system change means rebalancing priorities. It means recognising that economic efficiency without social justice is a short-term gain with long-term costs. It means understanding that unresolved ethnic grievances, unaddressed wartime abuses and unequal responses to disaster will eventually undermine any development programme, no matter how well designed. Governance that postpones difficult decisions may buy time, but lose trust.
The coming year will therefore be decisive. The government must show that its commitment to non racism and inclusion extends beyond conflict prevention to conflict resolution. Addressing conflict related abuses, concluding long standing detentions, returning land, accounting for the missing and securing dignified resettlement for displaced communities are not distractions from the government programme. They are central to it. A government committed to genuine change must address the problems it inherited, or run the risk of being overwhelmed when those problems finally demand settlement.
by Jehan Perera
Features
Education. Reform. Disaster: A Critical Pedagogical Approach
This Kuppi writing aims to engage critically with the current discussion on the reform initiative “Transforming General Education in Sri Lanka 2025,” focusing on institutional and structural changes, including the integration of a digitally driven model alongside curriculum development, teacher training, and assessment reforms. By engaging with these proposed institutional and structural changes through the parameters of the division and recognition of labour, welfare and distribution systems, and lived ground realities, the article develops a critical perspective on the current reform discourse. By examining both the historical context and the present moment, the article argues that these institutional and structural changes attempt to align education with a neoliberal agenda aimed at enhancing the global corporate sector by producing “skilled” labour. This agenda is further evaluated through the pedagogical approach of socialist feminist scholarship. While the reforms aim to produce a ‘skilled workforce with financial literacy,’ this writing raises a critical question: whose labour will be exploited to achieve this goal? Why and What Reform to Education
In exploring why, the government of Sri Lanka seeks to introduce reforms to the current education system, the Prime Minister and Minister of Education, Higher Education, and Vocational Education, Dr. Harini Amarasuriya, revealed in a recent interview on 15 January 2026 on News First Sri Lanka that such reforms are a pressing necessity. According to the philosophical tradition of education reform, curriculum revision and prevailing learning and teaching structures are expected every eight years; however, Sri Lanka has not undertaken such revisions for the past ten years. The renewal of education is therefore necessary, as the current system produces structural issues, including inequality in access to quality education and the need to create labour suited to the modern world. Citing her words, the reforms aim to create “intelligent, civil-minded citizens” in order to build a country where people live in a civilised manner, work happily, uphold democratic principles, and live dignified lives.
Interpreting her narrative, I claim that the reform is intended to produce, shape, and develop a workforce for the neoliberal economy, now centralised around artificial intelligence and machine learning. My socialist feminist perspective explains this further, referring to Rosa Luxemburg’s reading on reforms for social transformation. As Luxemburg notes, although the final goal of reform is to transform the existing order into a better and more advanced system: The question remains: does this new order truly serve the working class? In the case of education, the reform aims to transform children into “intelligent, civil-minded citizens.” Yet, will the neoliberal economy they enter, and the advanced technological industries that shape it, truly provide them a better life, when these industries primarily seek surplus profit?
History suggests otherwise. Sri Lanka has repeatedly remained at the primary manufacturing level within neoliberal industries. The ready-made garment industry, part of the global corporate fashion system, provides evidence: it exploited both manufacturing labourers and brand representatives during structural economic changes in the 1980s. The same pattern now threatens to repeat in the artificial intelligence sector, raising concerns about who truly benefits from these education reforms
That historical material supports the claim that the primary manufacturing labour for the artificial intelligence industry will similarly come from these workers, who are now being trained as skilled employees who follow the system rather than question it. This context can be theorised through Luxemburg’s claim that critical thinking training becomes a privileged instrument, alienating the working class from such training, an approach that neoliberalism prefers to adopt in the global South.
Institutional and Structural Gaps
Though the government aims to address the institutional and structural gaps, I claim that these gaps will instead widen due to the deeply rooted system of uneven distribution in the country. While agreeing to establish smart classrooms, the critical query is the absence of a wide technological welfare system across the country. From electricity to smart equipment, resources remain inadequate, and the government lags behind in taking prompt initiative to meet these requirements.
This issue is not only about the unavailability of human and material infrastructure, but also about the absence of a plan to restore smart normalcy after natural disasters, particularly the resumption of smart network connections. Access to smart learning platforms, such as the internet, for schoolchildren is a high-risk factor that requires not only the monitoring of classroom teachers but also the involvement of the state. The state needs to be vigilant of abuses and disinformation present in the smart-learning space, an area in which Sri Lanka is still lagging. This concern is not only about the safety of children but also about the safety of women. For example, the recent case of abusive image production via Elon Musk’s AI chatbox, X, highlights the urgent need for a legal framework in Sri Lanka.
Considering its geographical location, Sri Lanka is highly vulnerable to natural disasters, the frequency in which they occur, increasing, owing to climate change. Ditwah is a recent example, where villages were buried alive by landslides, rivers overflowed, and families were displaced, losing homes that they had built over their lifetimes. The critical question, then, is: despite the government’s promise to integrate climate change into the curriculum, how can something still ‘in the air ‘with climate adaptation plans yet to be fully established, be effectively incorporated into schools?
Looking at the demographic map of the country, the expansion of the elderly population, the dependent category, requires attention. Considering the physical and psychological conditions of this group, fostering “intelligent, civic-minded” citizens necessitates understanding the elderly not as a charity case but as a human group deserving dignity. This reflects a critical reading of the reform content: what, indeed, is to be taught? This critical aspect further links with the next section of reflective of ground reality.
Reflective Narrative of Ground Reality
Despite the government asserting that the “teacher” is central to this reform, critical engagement requires examining how their labour is recognised. In Sri Lanka, teachers’ work has long been tied to social recognition, both utilised and exploited, Teachers receive low salaries while handling multiple roles: teaching, class management, sectional duties, and disciplinary responsibilities.
At present, a total teaching load is around 35 periods a week, with 28 periods spent in classroom teaching. The reform adds continuous assessments, portfolio work, projects, curriculum preparation, peer coordination, and e-knowledge, to the teacher’s responsibilities. These are undeclared forms of labour, meaning that the government assigns no economic value to them; yet teachers perform these tasks as part of a long-standing culture. When this culture is unpacked, the gendered nature of this undeclared labour becomes clear. It is gendered because the majority of schoolteachers are women, and their unpaid roles remain unrecognised. It is worth citing some empirical narratives to illustrate this point:
“When there was an extra-school event, like walks, prize-giving, or new openings, I stayed after school to design some dancing and practice with the students. I would never get paid for that extra time,” a female dance teacher in the Western Province shared.
I cite this single empirical account, and I am certain that many teachers have similar stories to share.
Where the curriculum is concerned, schoolteachers struggle to complete each lesson as planned due to time constraints and poor infrastructure. As explained by a teacher in the Central Province:
“It is difficult to have a reliable internet connection. Therefore, I use the hotspot on my phone so the children can access the learning material.”
Using their own phones and data for classroom activities is not part of a teacher’s official duties, but a culture has developed around the teaching role that makes such decisions necessary. Such activities related to labour risks further exploitation under the reform if the state remains silent in providing the necessary infrastructure.
Considering that women form the majority of the teaching profession, none of the reforms so far have taken women’s health issues seriously. These issues could be exacerbated by the extra stress arising from multiple job roles. Many female teachers particularly those with young children, those in peri- or post-menopause stages of their life, or those with conditions like endometriosis may experience aggravated health problems due to work-related stress intensified by the reform. This raises a critical question: what role does the state play in addressing these issues?
In Conclusion
The following suggestions are put forward:
First and foremost, the government should clearly declare the fundamental plan of the reform, highlighting why, what, when, and how it will be implemented. This plan should be grounded in the realities of the classroom, focusing on being child-centred and teacher-focused.
Technological welfare interventions are necessary, alongside a legal framework to ensure the safety and security of accessing the smart, information-centred world. Furthermore, teachers’ labour should be formally recognised and assigned economic value. Currently, under neoliberal logic, teachers are often left to navigate these challenges on their own, as if the choice is between survival or collapse.
Aruni Samarakoon teaches at the Department of Public Policy, University of Ruhuna
Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.
By Aruni Samarakoon
Features
Smartphones and lyrics stands…
Diliup Gabadamudalige is, indeed, a maestro where music is concerned, and this is what he had to say, referring to our Seen ‘N’ Heard in The Island of 6th January, 2026, and I totally agree with his comments.
Diliup: “AI avatars will take over these concerts. It will take some time, but it surely will happen in the near future. Artistes can stay at home and hire their avatar for concerts, movies, etc. Lyrics and dance moves, even gymnastics can be pre-trained”.
Yes, and that would certainly be unsettling as those without talent will make use of AI to deceive the public.
Right now at most events you get the stage crowded with lyrics stands and, to make matters even worse, some of the artistes depend on the smartphone to put over a song – checking out the lyrics, on the smartphone, every few seconds!
In the good ole days, artistes relied on their talent, stage presence, and memorisation skills to dominate the stage.
They would rehearse till they knew the lyrics by heart and focus on connecting with the audience.

Smartphones and lyrics stands: A common sight these days
The ability of the artiste to keep the audience entertained, from start to finish, makes a live performance unforgettable That’s the magic of a great show!
When an artiste’s energy is contagious, and they’re clearly having a blast, the audience feeds off it and gets taken on an exciting ride. It’s like the whole crowd is vibing on the same frequency.
Singing with feeling, on stage, creates this electric connection with the audience, but it can’t be done with a smartphone in one hand and lyrics stands lined up on the stage.
AI’s gonna shake things up in the music scene, for sure – might replace some roles, like session musicians or sound designers – but human talent will still shine!
AI can assist, but it’s tough to replicate human emotion, experience, and soul in music.
In the modern world, I guess artistes will need to blend old-school vibes with new tech but certainly not with smartphones and lyrics stands!
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