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MORE FUN AT THE MOUNT – Part 12

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CONFESSIONS OF A GLOBAL GYPSY

By Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada

Founder & Administrator – Global Hospitality Forum

chandij@sympatico.ca

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.



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An opportunity to move from promises to results

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The local government elections, long delayed and much anticipated, are shaping up to be a landmark political event. These elections were originally due in 2023, but were postponed by the previous government of President Ranil Wickremesinghe. The government of the day even defied a Supreme Court ruling mandating that elections be held without delay. They may have feared a defeat would erode that government’s already weak legitimacy, with the president having assumed office through a parliamentary vote rather than a direct electoral mandate following the mass protests that forced the previous president and his government to resign. The outcome of the local government elections that are taking place at present will be especially important to the NPP government as it is being accused by its critics of non-delivery of election promises.

Examples cited are failure to bring opposition leaders accused of large scale corruption and impunity to book, failure to bring a halt to corruption in government departments where corruption is known to be deep rooted, failure to find the culprits behind the Easter bombing and failure to repeal draconian laws such as the Prevention of Terrorism Act. In the former war zones of the north and east, there is also a feeling that the government is dragging its feet on resolving the problem of missing persons, those imprisoned without trial for long periods and return of land taken over by the military. But more recently, a new issue has entered the scene, with the government stating that a total of nearly 6000 acres of land in the northern province will be declared as state land if no claims regarding private ownership are received within three months.

The declaration on land to be taken over in three months is seen as an unsympathetic action by the government with an unrealistic time frame when the land in question has been held for over 30 years under military occupation and to which people had no access. Further the unclaimed land to be designated as “state land” raises questions about the motive of the circular. It has undermined the government’s election campaign in the North and East. High-level visits by the President, Prime Minister, and cabinet ministers to these regions during a local government campaign were unprecedented. This outreach has signalled both political intent and strategic calculation as a win here would confirm the government’s cross-ethnic appeal by offering a credible vision of inclusive development and reconciliation. It also aims to show the international community that Sri Lanka’s unity is not merely imposed from above but affirmed democratically from below.

Economic Incentives

In the North and East, the government faces resistance from Tamil nationalist parties. Many of these parties have taken a hardline position, urging voters not to support the ruling coalition under any circumstances. In some cases, they have gone so far as to encourage tactical voting for rival Tamil parties to block any ruling party gains. These parties argue that the government has failed to deliver on key issues, such as justice for missing persons, return of military-occupied land, release of long-term Tamil prisoners, and protection against Buddhist encroachment on historically Tamil and Muslim lands. They make the point that, while economic development is important, it cannot substitute for genuine political autonomy and self-determination. The failure of the government to resolve a land issue in the north, where a Buddhist temple has been put up on private land has been highlighted as reflecting the government’s deference to majority ethnic sentiment.

The problem for the Tamil political parties is that these same parties are themselves fractured, divided by personal rivalries and an inability to form a united front. They continue to base their appeal on Tamil nationalism, without offering concrete proposals for governance or development. This lack of unity and positive agenda may open the door for the ruling party to present itself as a credible alternative, particularly to younger and economically disenfranchised voters. Generational shifts are also at play. A younger electorate, less interested in the narratives of the past, may be more open to evaluating candidates based on performance, transparency, and opportunity—criteria that favour the ruling party’s approach. Its mayoral candidate for Jaffna is a highly regarded and young university academic with a planning background who has presented a five year plan for the development of Jaffna.

There is also a pragmatic calculation that voters may make, that electing ruling party candidates to local councils could result in greater access to state funds and faster infrastructure development. President Dissanayake has already stated that government support for local bodies will depend on their transparency and efficiency, an implicit suggestion that opposition-led councils may face greater scrutiny and funding delays. The president’s remarks that the government will find it more difficult to pass funds to local government authorities that are under opposition control has been heavily criticized by opposition parties as an unfair election ploy. But it would also cause voters to think twice before voting for the opposition.

Broader Vision

The government’s Marxist-oriented political ideology would tend to see reconciliation in terms of structural equity and economic justice. It will also not be focused on ethno-religious identity which is to be seen in its advocacy for a unified state where all citizens are treated equally. If the government wins in the North and East, it will strengthen its case that its approach to reconciliation grounded in equity rather than ethnicity has received a democratic endorsement. But this will not negate the need to address issues like land restitution and transitional justice issues of dealing with the past violations of human rights and truth-seeking, accountability, and reparations in regard to them. A victory would allow the government to act with greater confidence on these fronts, including possibly holding the long-postponed provincial council elections.

As the government is facing international pressure especially from India but also from the Western countries to hold the long postponed provincial council elections, a government victory at the local government elections may speed up the provincial council elections. The provincial councils were once seen as the pathway to greater autonomy; their restoration could help assuage Tamil concerns, especially if paired with initiating a broader dialogue on power-sharing mechanisms that do not rely solely on the 13th Amendment framework. The government will wish to capitalize on the winning momentum of the present. Past governments have either lacked the will, the legitimacy, or the coordination across government tiers to push through meaningful change.

Obtaining the good will of the international community, especially those countries with which Sri Lanka does a lot of economic trade and obtains aid, India and the EU being prominent amongst these, could make holding the provincial council elections without further delay a political imperative. If the government is successful at those elections as well, it will have control of all three tiers of government which would give it an unprecedented opportunity to use its 2/3 majority in parliament to change the laws and constitution to remake the country and deliver the system change that the people elected it to bring about. A strong performance will reaffirm the government’s mandate and enable it to move from promises to results, which it will need to do soon as mandates need to be worked at to be long lasting.

by Jehan Perera

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From Tank 590 to Tech Hub: Reunited Vietnam’s 50-Year Journey

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The fall of Saigon (now Ho Chi Minh City – HCM) on 30 April 1975 marked the end of Vietnam’s decades-long struggle for liberation—first against French colonialism, then U.S. imperialism. Ho Chi Minh’s Viet Minh, formed in 1941, fought Japanese occupiers and later defeated France at Dien Bien Phu (1954). The Geneva Accords temporarily split Vietnam, with U.S.-backed South Vietnam blocking reunification elections and reigniting conflict.

The National Liberation Front (NLF) led resistance in the South, using guerrilla tactics and civilian support to counter superior U.S. firepower. North Vietnam sustained the fight via the Ho Chi Minh Trail, despite heavy U.S. bombing. The costly 1968 Tet Offensive exposed U.S. vulnerabilities and shifted public opinion.

Of even more import, the Vietnam meat-grinder drained the U.S. military machine of weapons, ammunition and morale. By 1973, relentless resistance forced U.S. withdrawal. In March 1975, the Vietnamese People’s Army started operations in support of the NLF. The U.S.-backed forces collapsed, and by 30 April the Vietnamese forces forced their way into Saigon.

At 11 am, Soviet-made T-54 tank no. 843 of company commander Bui Quang Than rammed into a gatepost of the presidential palace (now Reunification Palace). The company political commissar, Vu Dang Toan, following close behind in his Chinese-made T-59 tank, no. 390, crashed through the gate and up to the palace. It seems fitting that the tanks which made this historic entry came from Vietnam’s principal backers.

Bui Quang Than bounded from his tank and raced onto the palace rooftop to hoist the NLF flag. Meanwhile, Vu Dang Toan escorted the last president of the U.S.-backed regime, Duong Van Minh, to a radio station to announce the surrender of his forces. This surrender meant the liberation not only of Saigon but also of the entire South, the reunification of the country, and a triumph of perseverance—a united, independent nation free from foreign domination after a 10,000-day war.

Celebrations

On 30 April 2025, Vietnam celebrated the 50th anniversary of the Liberation of the South and National Reunification. HCM sprouted hundreds of thousands of national flags and red hammer-and-sickle banners, complemented by hoardings embellished with reminders of the occasion – most of them featuring tank 590 crashing the gate.

Thousands of people camped on the streets from the morning of 29 April, hoping to secure good spots to watch the parade. Enthusiasm, especially of young people, expressed itself by the wide use of national flag t-shirts, ao dais (traditional long shirts over trousers), conical hats, and facial stickers. This passion may reflect increasing prosperity in this once impoverished land.

The end of the war found Vietnam one of the poorest countries in the world, with a low per capita income and widespread poverty. Its economy struggled due to a combination of factors, including wartime devastation, a lack of foreign investment and heavy reliance on subsistence agriculture, particularly rice farming, which limited its potential for growth. Western sanctions meant Vietnam relied heavily on the Soviet Union and its socialist allies for foreign trade and assistance.

The Vietnamese government launched Five-Year Plans in agriculture and industry to recover from the war and build a socialist nation. While encouraging family and collective economies, it restrained the capitalist economy. Despite these efforts, the economy remained underdeveloped, dominated by small-scale production, low labour productivity, and a lack of modern technology. Inflexible central planning, inept bureaucratic processes and corruption within the system led to inefficiencies, chronic shortages of goods, and limited economic growth. As a result, Vietnam’s economy faced stagnation and severe hyperinflation.

These mounting challenges prompted the Communist Party of Vietnam to introduce Đổi Mới (Renovation) reforms in 1986. These aimed to transition from a centrally planned economy to a “socialist-oriented market economy” to address inefficiencies and stimulate growth, encouraging private ownership, economic deregulation, and foreign investment.

Transformation

Đổi Mới marked a historic turning point, unleashing rapid growth in agricultural output, industrial expansion, and foreign direct investment. Early reforms shifted agriculture from collective to household-based production, encouraged private enterprise, and attracted foreign investment. In the 2000s, Vietnam became a top exporter of textiles, electronics, and rice, shifting towards high-tech manufacturing (inviting Samsung and Intel factories). By the 2020s, it emerged as a global manufacturing hub, the future focus including the digital economy, green energy, and artificial intelligence.

In less than four decades, Vietnam transformed from a poor, agrarian nation into one of Asia’s fastest-growing economies, though structural reforms are still needed for sustainable development. Growth has remained steady, at 5-8% per year.

Vietnam’s reforms lifted millions out of poverty, created a dynamic export-driven economy, and improved education, healthcare, and infrastructure. This has manifested itself in reducing extreme poverty from 70% to 1%, increasing literacy to 96%, life expectancy from 63 to 74 years, and rural electrification from less than 50% to 99.9%. Industrialisation drove urbanisation, which doubled from 20% in 1986 to 40% now.

This change displayed itself during the celebrations in HCM, amid skyscrapers, highways and the underground metro system. Everybody dressed well, and smartphones could be seen everywhere – penetration has reached three-fourths of the population. Thousands turned out on motorbikes and scooters (including indigenous electric scooters) – two-wheeler ownership is over 70%, the highest rate per capita in ASEAN. Traffic jams of mostly new cars emphasised the growth of the middle class.

At the same time, street food vendors and makeshift pavement bistro owners joined sellers of patriotic hats, flags and other paraphernalia to make a killing from the revellers. This reflects the continuance of the informal sector– currently representing 30% of the economy.

The Vietnamese government channelled tax income from booming sectors into underdeveloped regions, investing in rural infrastructure and social welfare to balance growth and mitigate urban-rural inequality during rapid economic expansion. Nevertheless, this economic transformation came with unequal benefits, exacerbating income inequality and persistent gender gaps in wages and opportunities. Sustaining growth requires tackling corruption, upgrading workforce skills, and balancing development with inequality.

NLF flag

Tank 390 courtesy Bao Hai Duong

The parade itself, meticulously carried out (having been rehearsed over three days), featured cultural pageants and military displays and drew admiration. Of special note, the inclusion of foreign military contingents from China, Laos, and Cambodia for the first time signalled greater regional solidarity, acknowledging their historical support while maintaining a balanced foreign policy approach.

Veteran, war-era foreign journalists noted another interesting fact: the re-emergence of the NLF flag. Comprising red and blue stripes with a central red star, this flag had never been prominent at the ten-year anniversary celebrations. The journalists questioned its sudden reappearance. It may be to give strength to the idea of the victory being one of the South itself, part of a drive to increase unity between North and South.

Before reunification in 1975, North and South Vietnam embodied starkly contrasting economic and social models. The North operated under a centrally planned socialist system, with collectivised farms and state-run industries. It emphasised egalitarianism, mass education, and universal healthcare while actively preserving traditional Vietnamese culture. The South, by contrast, maintained a market-oriented economy heavily reliant on agricultural exports (rice and rubber) and foreign aid. A wealthy elite dominated politics and commerce, while Western—particularly American—cultural influence grew pervasive during the war years.

Following reunification under the Socialist Republic of Vietnam (1976), the government moved swiftly to integrate the two regions. In 1978, it introduced a unified national currency (the đồng, VND), merging the North’s and South’s financial systems into a single, state-controlled framework. The unification of monetary policy symbolised the broader ideological project: to erase colonial and capitalist legacies.

Unity and solidarity

However, the economic disparities and cultural divides between regions persist, though less pronounced than before. The South, particularly HCM, remains Vietnam’s economic powerhouse, with a stronger private sector and international trade connections. The North, including Hanoi, has a more government-driven economy. Southerners tend to have a more entrepreneurial mindset, while Northerners are often seen as more traditional and rule-bound. Conversely, individuals from the North occupy more key government positions.

Studies suggest that people in the South exhibit lower trust in the government compared to those in the North. HCM tends to have stronger support for Western countries like the United States, while Hanoi has historically maintained closer ties with China. People in HCM tend to use the old “Saigon” city name.

Consequently, the 50th anniversary celebrations saw a focus on reconciliation and unity, reflecting a shift in perspective towards peace and friendship, as well as accompanying patriotism with international solidarity.

The exuberant crowds, modern infrastructure, and thriving consumer economy showcased the transformative impact of Đổi Mới—yet lingering regional disparities, informal labour challenges, and unequal gains remind the nation that sustained progress demands inclusive reforms. The symbolic return of the NLF flag and the emphasis on unity underscored a nuanced reconciliation between North and South, honouring shared struggle while navigating enduring differences.

As Vietnam strides forward as a rising Asian economy, it balances its socialist legacy with global ambition, forging a path where prosperity and patriotism converge. The anniversary was not just a celebration of the past but a reflection on the complexities of Vietnam’s ongoing evolution.

(Vinod Moonesinghe read mechanical engineering at the University of Westminster, and worked in Sri Lanka in the tea machinery and motor spares industries, as well as the railways. He later turned to journalism and writing history. He served as chair of the Board of Governors of the Ceylon German Technical Training Institute. He is a convenor of the Asia Progress Forum, which can be contacted at asiaprogressforum@gmail.com.)

By Vinod Moonesinghe

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Hectic season for Rohitha and Rohan and JAYASRI

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Rohitha and Rohan: Doing it in London … for kidney patients in Sri Lanka

The Sri Lanka music scene is certainly a happening place for quite a few of our artistes, based abroad, who are regularly seen in action in our part of the world. And they certainly do a great job, keeping local music lovers entertained.

Rohitha and Rohan, the JAYASRI twins, who are based in Vienna, Austria, are in town, doing the needful, and the twosome has turned out to be crowd-pullers.

Says Rohitha: Our season here in Sri Lanka, and summer in the south hemisphere (with JAYASRI) started in October last year, with many shows around the island, and tours to Australia, Japan, Dubai, Doha, the UK, and Canada. We will be staying in the island till end of May and then back to Austria for the summer season in Europe.”

Rohitha mentioned their UK visit as very special.

The JAYASRI twins Rohan and Rohitha

“We were there for the Dayada Charity event, organised by The Sri Lankan Kidney Foundation UK, to help kidney patients in Sri Lanka, along with Yohani, and the band Flashback. It was a ‘sold out’ concert in Leicester.

“When we got back to Sri Lanka, we joined the SL Kidney Foundation to handover the financial and medical help to the Base Hospital Girandurukotte.

“It was, indeed, a great feeling to be a part of this very worthy cause.”

Rohitha and Rohan also did a trip to Canada to join JAYASRI, with the group Marians, for performances in Toronto and Vancouver. Both concerts were ‘sold out’ events.

They were in the Maldives, too, last Saturday (03).

Alpha Blondy:
In action, in
Colombo, on
19th July!

JAYASRI, the full band tour to Lanka, is scheduled to take place later this year, with Rohitha adding “May be ‘Another legendary Rock meets Reggae Concert’….”

The band’s summer schedule also includes dates in Dubai and Europe, in September to Australia and New Zealand, and in October to South Korea and Japan.

Rohitha also enthusiastically referred to reggae legend Alpha Blondy, who is scheduled to perform in Sri Lanka on 19th July at the Air Force grounds in Colombo.

“We opened for this reggae legend at the Austria Reggae Mountain Festival, in Austria. His performance was out of this world and Sri Lankan reggae fans should not miss his show in Colombo.”

Alpha Blondy is among the world’s most popular reggae artistes, with a reggae beat that has a distinctive African cast.

Calling himself an African Rasta, Blondy creates Jah-centred anthems promoting morality, love, peace, and social consciousness.

With a range that moves from sensitivity to rage over injustice, much of Blondy’s music empathises with the impoverished and those on society’s fringe.

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