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Moving on from Ceylon Ceramics Corporation

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Lessons from my career: Synthesising management theory with practice – Part 16

President Premadasa: ‘Mr Justin Dias told me, “You have to accept whatever the President suggests. You cannot say no.”

The Last Phase at Ceylon Ceramics

The previous episodes described my experiences at Ceylon Ceramics during the one-year contract period. It was both challenging and rewarding at the same time. The external environment was quite concerning, being responsible for the lives of 4,500 employees who were under stress caused by the threats of the southern rebels. One of our employees working on reforestation (because our brick and tile factories used substantial firewood, we had undertaken reforestation to compensate) was shot dead. At our Piliyandala factory, someone had lit a triangular firecracker in the post box opposite it, and our workers on the night shift were dead scared, presuming it was a bomb. I was up till early hours of the morning coordinating with the factory and the police station. Our transformer had to be protected with special arrangements with the Navy. Many of our executives received threatening letters. The Board informed me that, as the CEO, I was responsible for handling these threats and should not expect Board intervention. The whole institution was on edge, wondering what the next disruption would be. Despite the turbulent environment, I was able to make a significant impact and turn the Corporation into a well-managed one.

I learned how to handle subordinates who were much older and experienced. My multidisciplinary knowledge, with qualifications in Engineering, Accountancy, and Productivity Science, rounded out with an MBA, was a great advantage. Despite being less than 40 years old, they respected my superior knowledge. I also learned how to navigate from one crisis to another, and my training in Japan proved very useful, particularly with techniques like behaviour modelling and respecting all employees. No doubt I learned much from the subordinates as well, who had superior technical knowledge and much more experience in handling labour and unions than I did.

I had learned that communication is key, and for communication to be successful, it was paramount to uplift their skills and knowledge. The training opportunities I introduced were greatly appreciated by everyone. All this may not have been possible if I did not have an excellent Board of Directors with an excellent Chairperson in Mrs Beligammana.

Offers of Chairmanship

My relations with the Ministry were excellent, and my progress reporting and timely reports were greatly appreciated. The new President, Ranasinghe Premadasa, was settled into his position and wanted the best General Managers of Corporations to be appointed as Chairmen. Another and I from Institutions under the Ministry of Industries were nominated by the Ministry. We were interviewed by the then Minister of Industries Ranil Wickremasinghe. Immediately, the Minister informed me that he had already selected someone for the Chairmanship of the Ceylon Ceramics Corporation and therefore could only offer me the Chairmanship of the Ceylon Paper Corporation, which included the factory in Valaichenai, in the Eastern Province. I didn’t accept at once, knowing the risks of visiting the Eastern Province, which was significantly controlled by the Northern rebels. I just asked for one day to make a decision.

For one thing, ceramic was a far more interesting product than paper, and I needed to consult my wife. My wife did not hesitate. “Don’t accept the offer. The less risky post of General Manager at Ceramics would be better”, she said. I called Mr Vincent Panditha, then Secretary, the next day and declined. He then offered me the post of Chairman of Mineral Sands Corporation, which I promptly declined.

I had decided that if I did not get a good offer from an SOE or the private sector, I would start a consultancy practice. With my expertise in Japanese Management, I was often invited to deliver lectures. I would receive a pen or a tie with their logo as a gift, which was quite useless to me. Where could I wear a Sri Lanka Air Force tie or a gaudy shirt that doesn’t align with my taste? I could turn this into a money-making venture if I provided professional services in Japanese Management and productivity techniques.

I was now wrapping up my programmes at Ceylon Ceramics and preparing to quit at the end of my one-year contract. With the change of Government, many changes to the administrative structure has taken place. Mr Justin Dias was now the Secretary of the Ministry of Labour.

Interviewed by the President

I received a call from Mr Justin Dias, asking me to send him my CV urgently, and to be ready to be called by the President at any time for an interview. Apparently, the President wished to appoint young professionals to high posts. A few days after my CV was sent, Mr Justin Dias asked me to come to Sucharitha to meet the President. I had no idea where Sucharitha was, and the gracious Mr Dias picked me up and we went. The President had many CVs on his table, and he interviewed me very professionally.

He reviewed my qualifications and experience, and finally, he set the other CVs aside and said, “I want a young man with professional qualifications.” Looking up at Mr Dias, he asked how I would fit in as Chairman of the Employees’ Trust Fund Board (ETF). Mr Justin Dias gave his nod of approval. Still, he informed him that the Minister of Labour had already earmarked a person: a friend of his.

At this moment, the President flared up. The President inquired of him what his credentials were for the post and what his age was, and declared that people voted for him directly. He could not give excuses why some organisations would not perform. “I prefer a professionally qualified young man, so please make the necessary arrangements to appoint him.

I will not make appointments based on friendships”. My heart sank. I never expected to head a financial institution. My heart was firmly in industry, where I could savour the hum of machines, and with a lot of activity producing some tangible product. I did not utter a word, but my fate was sealed. On the way to meet the President, Mr Justin Dias told me, “You have to accept whatever the President suggests. You cannot say no”. When I went home and told my wife, she too agreed that I revelled in an industrial operation and may find this boring.

I slept that night feeling very depressed. Here I was, having received an appointment from the President himself, yet I was still unhappy. Anyone else would have accepted this with glee. I decided that if there was no other option, I would make the most of this opportunity and do something innovative. I needed to prove myself. I was young and at the beginning of my career, and I needed to succeed in this new environment. I was gradually adjusting to the new appointment.

I was studying the Act which created the ETF, asked for details, and studied the background of previous Chairmen. Hon Athulathmudali conceived this idea of the ETF while he was the Minister of Trade and Shipping. The first Chairman had been Mr Douglas Liyanage, and was succeeded by Mr Cedric De Silva.

I recalled the words of my father: “Never step into a government post before studying the powers and responsibilities specified in the Act. As a lawyer, my father was always considering the legal implications. Before I took up the position and afterwards too, I continued to study and understand the expectations of those who conceptualised the ETF. I took the time to understand the objectives and operations of the ETF, studying the annual reports, audit reports, and other relevant details. Finally, I realised that despite it being a non-industrial undertaking, I will enjoy my stay. My father said, “Your position will be defined by what you make of it”. He was right.

Mrs Beligammana, the Chairperson of Ceylon Ceramics, had resigned, and the new Chairman was appointed by the Minister. The culture had changed. A ceremony was organised to receive the new Chairman, an event I would never have encouraged. My first meeting with the Chairman was to hand over my letter of resignation, which he accepted with pleasure.

Final Acts at Ceylon Ceramics

Before I left the Ceylon Ceramics Corporation, I ensured that the annual accounts were ready to be submitted to the Auditor General and was keen that, after many years, we would receive a good report. Due to the production interruptions caused by the Southern rebellion, the cash flow of Ceylon Ceramics was very tight. I had to direct the Head of Finance to stop making EPF and ETF contributions, stating that we would pay later once the cash situation improved, although this would incur a penalty. Subsequently, after I assumed duties as the Chairman of the ETF, the Chief Accountant of Ceramics called me and complained that they had received a surcharge for not paying on time.

There was nothing I could do, because it was I who had instructed the relevant officers of the ETF to expedite the issuance of surcharge notices. Several months later, he also informed me that the Corporation had received a favourable report from the Auditor General and was quite elated that the new systems and culture we had implemented together had been successful. Even today, very few people understand what an audit opinion is, as I noticed from the COPE proceedings on YouTube recently.

Only minimal operations have the potential to yield a clear report. Still, a qualified report is acceptable as long as the qualifications are minor and can be explained. The bad reports are the adverse reports and disclaimers. Even most Board members of SOEs and Statutory Boards do not understand this, which is why their performance is often poor before COPE. It is the responsibility of the professionally qualified CEO to educate the Board and the employees. I am not sure the nomenclature of these reports have changed now.

In my last few days at the Ceramics Corporation, having understood that I am leaving the institution, a senior clerk came to my office and explained to me about a fund called EPF and another fund called ETF and explained that I am qualified to claim my ETF since I had not done so yet. He had filled out the form and asked me to sign. I did. I did not tell him that I would be going as the Chairman of the ETF Board. I was amused, but also very impressed. When I took up the position at ETF, I encouraged employers to establish a similar mechanism to support those who leave the institution.

Assessing the Organisation Culture of ETF

Once the appointment letter arrived, I decided to assess the culture of the place before officially taking my seat. One day, I called the ETF office and asked if I could obtain a claim application. The lady who answered, whom I thought was the receptionist, said that if I came to the ETF office, I could get one. My next question was that it is now lunchtime, and like in many Government offices, the counter would be closed. She answered very politely that this institution has “manussakama” (empathy) and even if the counter is closed, I could come to the 1st floor and receive a claim form. “We would not turn away anyone empty-handed,” she said. I was very impressed. Later, I found that it was a minor employee who had answered the phone as a relief receptionist when the receptionist was out at lunch. I was pleased that my initial impression of the culture was positive.

I started work at the ETF hoping to do wonders.

The next article will describe my initial period at ETF and the fun I had in making the place better. It will also include being sacked and reinstated by H.E., The President, because I refused to obey a government directive to invest a substantial amount at a low interest rate. I insisted that this is members’ money and the Government cannot use it at their will.

by Sunil G Wijesinha ✍️

(Consultant on Productivity and Japanese Management Techniques
Retired Chairman/Director of several Listed and Unlisted companies.
Awardee of the APO Regional Award for promoting Productivity in the Asia and Pacific Region
Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)



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New mediation law for smarter dispute resolution of civil and commercial disputes – I

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The Mediation (Civil and Commercial Disputes) Bill  was passed by the Parliament on Thursday, June 11, 2026.  Harshana  Nanayakkara, Minister of Justice and National Integration, introduced the Bill, and explained its provisions and value for Sri Lanka and global developments in the use of mediation. Encouragingly, it was passed unanimously.

Sri Lanka’s commitment to provide legislative support for the use of mediation is timely and most welcome. Given that the backlog of cases pending before courts is over a staggering 1.1 million, it is clear that Sri Lanka is yet another country that remains challenged to find responses to make  dispute resolution more efficient. The impact of laws delays is serious and damaging not only to the disputants personally, but also for businesses and the economic development of the country. The delays in concluding cases impacts the economy adversely, both directly and indirectly,  but are often seen only as an access to Justice concern. This is unfortunate. In many jurisdictions across the globe, alternative dispute resolution processes (ADR), such as mediation, have been introduced to alleviate laws delays. While Sri Lanka enacted legislation (1988) to provide for mediation in respect of minor community disputes of a low monetary threshold, the enactment of the new law heralds a commitment to provide for the recognition of a disciplined regime for its use for higher value civil and commercial disputes.

The new law provides for the recognition of mediation as a dispute resolution option that can be voluntarily selected by parties, and for a governance regime to ensure that mediations are conducted in compliance with certain standards which are globally accepted. It provides statutory recognition to the principle that a mediated settlement agreement that has been signed by the disputants, is valid in law. It does not provide for any management control by government or establish entities. In addition to the voluntary reference by parties, a  court can also refer a dispute in an action before it, to mediation, at its discretion, after considering all  circumstances and if considered appropriate.  The voluntary nature of the process is not affected because, while the court can refer the dispute to mediation and the parties must then engage in the mediation, there is no compulsion for the parties to settle against their will.

The law sets out the obligations of Mediators, disputants and the Service Provider. Certain categories of disputes cannot be referred  to mediation.  These are disputes the settlement of which requires the inclusion of terms that can be given effect to, only on a decree of court, such as the termination of a marriage or a declaration of nullity of marriage or the adoption of a child or the partition of land to obtain rights in rem.  A schedule sets out eleven (11) categories of actions that cannot be settled by mediation. However,  matters relevant to such disputes may be mediated for the purpose of submitting terms of settlement to court for consideration of incorporation in a judgement, decree or order in compliance with applicable law.

The new law also provides that in a mediation, certain  key principles of the process must be complied with. These include the  confidentiality and the without prejudice rule in respect of matters discussed at the mediation; the  rule that Mediators must be neutral and impartial; the party centric nature of the process that provides primacy to the wishes of the disputants including that it is they that determine the outcome and that a settlement is reached only if all disputants agree to the terms; the noncoercive role of the mediator whose duty is to facilitate and manage the process using mediation specific skills and techniques, but is debarred from imposing a decision. Although a settlement agreement is valid in law, provision is included to obtain a decree of court, based on the terms of the settlement. A mediated settlement agreement can be set aside on an application made to court, on specific limited grounds which are provided for, including that it is offensive to the public policy of the country. If the parties are unable to agree on a settlement, a certificate of non-settlement is issued. The provisions of the law are based on international best practices and principles articulated in the 1988 UN Mediation Convention  (the Singapore Convention) and the UNCITRAL model law.

The popularity of mediation has grown for its value in being time efficient, cost effective and party centric. Parties have control over the outcome and have the space to discuss their concerns, fears and interests and need never agree to settle unless fully satisfied that settlement terms address their interests. Disputants are free to walk out of a mediation process at any time, if dissatisfied with the progress. The discussions are confidential and a valuable feature is that the process offers an opportunity to reduce acrimony which is prevalent in most disputes, and to restore fractured relationships which is very important in family  and  business related disputes. This benefit and the prospects for governments to reduce the cost of the administration of justice, by using mediation,  is articulated in the preamble to the 2018 UN Convention on International Settlement Agreements Resulting from Mediation (2018) which states that the use of mediation results in significant benefits.

 Pursuant to the interest generated within the country regarding the value of using Mediation for commercial dispute resolution, and heralding what we like to see as the initial steps of a Mediation boom in the country, several positive advancements have taken place –

*    Parties have opted to include mediation in the dispute resolution clause in contracts;

*    Given that mediating disputes requires  very specialised techniques and skills, many professionals, including predominantly Lawyers, have engaged in training programmes offered by international training bodies that offer accreditation;

*    Trained Mediators are engaged in an effort to form themselves as a professional Organisation;

*    Mediation  Advocacy training programmes have been held to train Lawyers on their niche role in the mediation process. That role is distinctly different to that of a court Lawyer who’s obligations are centred on an adversarial approach where the dispute is adjudicated in terms of the law alone.  Hence lawyers need training to be useful within a non-adversarial process which is party centric and has a focus on reaching a settlement, based on the interests of disputants.

*    Sri Lanka enacted the Recognition and Enforcement of International Mediated Settlement Agreements Act No. 5 of 2024 (the UN Mediation Convention Act) and ratified the Convention becoming the 14th country to do so. Sri Lanka will be seen as an investor friendly country in respect of dispute resolution where mediation is used, since it offers an enforcement regime which is recognised universally.

*    The landmark determination of the Supreme Court (SC SD 22 of 2025) in the challenge by the Bar Association to the constitutionality of the Mediation (Civil and Commercial Disputes) Bill, found that none of the provisions of the Bill were unconstitutional and gave a judicial sign off to statutory provisions that seek to ensure that mediation services are provided in this country, in a disciplined manner in compliance with universally accepted standards.

*    Perhaps, inspired by the statutory obligation imposed on judges to attempt pretrial settlement of disputes, in terms of the Small Claims Court Act and the Small Claims Court Procedure Act (both of 2022) and the Civil Procedure Code provisions on Pretrial Conference and Pretrial Orders, 125 District Judges were recently trained (with support from the ADB) in Mediation. The training provided a dual benefit – it provided training in  skills that are required to settle disputes and equally importantly, provided a comprehensive understanding of how mediation will function when judges themselves refer disputes for settlement by private mediators.

*    Trained Mediators are already conducting mediations with success.

*    A not-for-profit guarantee company, the International ADR Centre – www.iadrc.lk ) was established in 2018  as a joint venture of the Ceylon Chamber of Commerce and the Institute for the Development of Commercial Law & Practice (ICLP) to promote ADR and is actively engaged in promoting mediation through training, disseminating information and creating awareness among stakeholders, including the business sector.   In addition to the International ADR Centre, “Udecide”  is a project that promotes training of mediators and other activities that enrich the mediation culture.

*    Commercial Mediation has been included in the Masters level programme at the Colombo University;

*    The Sri Lanka Law College offers a component on Mediation in the Post Attorney Diploma programme, which commenced recently.

The private sector was actively engaged in the drafting of the  Mediation Bill under the leadership of the International ADR Centre, which held many stakeholder consultations to obtain feedback from those that were conversant with the subject. The Centre had previously assisted the government to draft the UN Mediation Convention Act (Act No. 5 of 2024).

Several international Organisations that previously provided for resolution of disputes by arbitration, have provided for institutional rules to provide mediation services. These include WIPO and the ICC. Specifically, in relation to Investor State dispute resolution (ISDR), the  International Bar Association (IBA) adopted its  Mediation  Rules in 2012 and ICSID (of the World Bank group) adopted its Mediation Rules in 2022.  UNCITRAL, which is currently working on reforming  ISDR, promotes mediation, observing that the use of mediation could reduce the costs of ISDS and also preserve relationships between the investor and the State. UNCITRAL has formulated provisions on and Guidelines for, Mediation for investor state dispute resolution.

(To be continued)

by Dhara Wijayatilake
Attorney-at-Law; Former Secretary to the Ministry of Justice; Director and Secretary General of the International ADR Centre.

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A Testament to the Sri Lankan family

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The passing of Dr. Devanesan Nesiah a few days ago brought back memories that spanned more than four decades. Devanesan signed the witness register at my marriage in 2002. It was a year of hope. The Ceasefire Agreement between the government and the LTTE had brought a respite from a war that had devastated the country for nearly two decades. The possibility of peace seemed real. It was fitting that Devanesan should be present on that occasion because his entire life was dedicated to building bridges across divides and seeking rational and humane solutions to conflict. He was a friend, mentor, and guide whose life embodied values that Sri Lanka, indeed the world, needs today.

In reflecting on Dr. Nesiah’s life, we need to be reminded that the forces that unite us as a people in Sri Lanka are stronger than those that divide us, and that the bonds of human affection can transcend even the deepest divisions of ethnicity, history and politics. I first met him in 1984. I had just had my very first newspaper article published in the Jaffna-based Saturday Review. The editor was Gamini Navaratne, a Sinhalese. This was a reminder that even during the darkest period of ethnic conflict, the bonds between communities remained strong. The article I had written was based on my encounters with the anti-Tamil violence of July 1983.

At that time, Dr Nesiah was the Government Agent of Jaffna. Tens of thousands of Tamil people who had fled violence in the south had been transported to the north by a government that had failed to protect them. He came up to me at an event, introduced himself, and told me that he liked what I had written. He also said that he would soon be leaving for Harvard University’s Kennedy School of Government and that we could meet there. Over the next three years, Devanesan and his wife Anita adopted me into their family.  I used to visit them two or three times a week, not only to be given meals by Anita but to discuss matters with Devanesan.  These included the academic papers and newspaper articles that were written. Later, Anita earned her PhD in religion and served on the boards of many civic organisations, including the National Peace Council.

Practical Solution

In 1992, we had both returned to work in Sri Lanka when Devanesan invited me to accompany him to Jaffna to celebrate the eightieth birthday of his father, K Nesiah, the distinguished educationist affectionately known as Professor Nesiah. The older Nesiah had been a leading member of the Jaffna Youth Congress. This remarkable movement championed complete independence from British rule, national unity, and the eradication of social inequalities based on caste and communal identity.

At a time when many feared that independence would lead to majoritarian domination, the leaders of the Youth Congress chose instead to place their faith in a shared Sri Lankan future. They believed that people from different communities could build a common nation while preserving their distinctive identities. So did Devanesan.  This vision remains relevant today. It needs to be actualized.

The tragedy of Sri Lanka’s post-independence history is not that diversity exists. Diversity exists in every society. The tragedy is that we often allow diversity to become a source of fear, though we share many of the same values of family, hospitality, respect for elders and compassion towards others. During our visit to Jaffna in 1992, we met representatives of the LTTE administration, including Raheem. The discussion turned to the controversial issue of merging the Northern and Eastern Provinces. Dr Nesiah argued that if the merger could not be achieved due to political opposition, it might be more rational to seek greater powers for provincial councils instead. Raheem disagreed.  Devanesan was interested in finding practical ways to achieve justice and coexistence. That was characteristic of him.

Devanesan Nesiah was a student of conflict and strategy. He became a doctoral student of Professor Thomas Schelling, who would later receive the Nobel Prize for his pioneering work on conflict and cooperation. Schelling’s insight was that even in the midst of conflict, there are usually common interests that adversaries share. Even adversaries locked in a struggle usually depend on each other for the outcome they each want. The challenge is to identify those common interests and build upon them. Conflict is not simply a contest between enemies. It is also a search for ways to coexist. Together as students and peace practitioners, we applied those theories to the Sri Lankan context to understand what was going on and to share that understanding with the Sri Lankan people.

Rational Empathy

Dr Nesiah spoke his mind, truth to power. He was a man of logic, rationality, and principle. His integrity came at a cost. His public service career experienced many ups and downs because he refused to accommodate irrational or corrupt demands. There were periods when he was sidelined into that administrative limbo known as the “pool” and assigned no substantive responsibilities for refusing to give in to political demands. Like the rest of his larger family, most notably the Hoole family of Jaffna, he would not abandon his principles. In 2018, to protest the action of President Maithripala Sirisena in sacking the then government he returned his Deshamanya Award (Pride of the Nation) national civil honourn which was soon thereafter overturned by the Supreme Court as being unconstitutional. His commitment was not to personal advancement, but to what he believed was right.

My wife Sumadhu recalls a story he told her. One day, while travelling on official duty, he told her how he had seen a thalagoya, a monitor lizard, trussed up and being taken away for slaughter. The sight of the creature’s suffering affected him deeply. He said he saw tears in its eyes and described the moment of awakening. From that day onwards, he gave up eating meat.

The story brings to mind the biblical story of the conversion of St Paul on the road to Damascus and the Buddhist exhortation, “May all living beings be well and happy.” But the deeper significance lies not in religious comparison. It lies in the awakening of empathy.

That was the essence of Dr Devanesan Nesiah’s worldview. The prejudices that society often imposes through ethnicity, religion, caste, or gender had little hold on him. He saw them as human constructs that often served to privilege some while excluding others. Such were his values that made him an extraordinary human being. Dr. Nesiah lived according to that understanding. He showed that integrity can survive amidst conflict. He reminded us that reason and compassion are not opposites but partners, that what unites us as Sri Lankans inhabiting our common island home has always been greater than what divides us, and we need to build our institutions accordingly.

I am proud that he was my friend. I am grateful that he was my mentor.

by Jehan Perera

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City of Dreams …Heartbeat of Colombo

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Enroute

If Colombo’s nightlife had a pulse, you’d find it 23 floors up, at Gatz, City of Dreams, Cinnamon Life.

The entertainment lounge has shed its old skin and stepped out supper-club style — think dim lights, clinking glasses, and live music that doesn’t ask you to choose between dinner and a show. You get both.

What’s more, at the new look Gatz the music never stops and it’s all happening seven nights a week … with live entertainment, and this is the scene, beat by beat:

Monday and Tuesday: Top Hats with Daniella/Naomi, from 7.00 pm onwards.

Sohan, Kamal Munasinghe (GM, Cinnamon Life) and Imran of
Funtime Entertainments

One of Colombo’s most sought-after bands is now a Monday-Tuesday ritual.

With a super repertoire, Top Hats can swing from lounge jazz to dancefloor fire. Big venues love them. Now Gatz gets to claim them.

Wednesday: Enroute with Gananath & Debbie – from 7.00 pm onwards.

Want New York at sunset? This is it. Gananath & Debbie transport you straight to the heady days of Frank Sinatra, Dean Martin, and Ray Charles …old-school cool, live and unfiltered.

Thursday to Sunday: Terry & the Big Spenders – from 8.00 pm onwards.

Terry & The Big Spenders

The crowd favourite. A super big band sound that owns the 70s, 80s and 90s.

If you’ve been waiting for horns, harmonies, and nostalgia with volume, Terry & the Big Spenders deliver it nightly. No wonder they’re a huge hit.

Gatz is now an entertainment lounge, in Supper Club style, with Happy Hour very day, from 6.00 pm to 8.00 pm because the night, they say, should start with a toast.

And, from July, weekends at the Gatz go global. Local and foreign guest stars will be around to entertain you. Gatz is certainly booking big.

Wow! That would be another exciting experience for those patronising the most talked about venue in town.

In charge of the new setup is our legendary entertainer/singer Sohan Weerasinghe, along with Imran of Funtime Entertainment.

The twosome, with invaluable assistance from the General Manager, Kamal Munasinghe, and the entire team at Cinnamon Life, have built Gatz into more than a venue. They have turned it into the “Heartbeat of the City.”

So come for happy hour. Stay for Terry’s horns, Sing-along with Enroute and Dance with Top Hats, all on the 23rd floor, and while Colombo sparkles below the bands will take you higher.

Remember, the heartbeat is loudest at Gatz.

Top Hats

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