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On to the private sector – JKH, Hemas and Schaffter company

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Working simultaneously with state and private sectors

(Excerpted from the autobiography of Lalith de Mel)

About the time I joined the SLT Board, Ken Balendra, the Chairman of John Keells Holdings, invited me to join the Board of his company. That was the start of my working simultaneously with the private sector and the State sector. Ken was a strong personality and could by himself enforce the disciplines of good governance. He was due to retire and he felt, and I think correctly, that he should leave JKH with a more formal structure to ensure good governance. He appointed three Independent Directors, S. Easparathasan, Franklyn Amerasinghe and myself, and later Tarun Das.

There was a major issue with the management arrangements at JKH. It had a serious ‘Parents-and-Children’ syndrome. The Executive Directors managed their segments of responsibility, like a chief executive. So they became the children managing the business. But they were also in corporate terms the parent responsible to the Board for this segment’s activity. So in effect they reported to themselves for their area of responsibility. So they were both parents and children.

In management terms this was a bad model and has been extensively discussed in the literature. I found a very good book on the subject and insisted that they all read it. The JKH team comprised nice and intelligent people and they were prepared to think positively about change where it was necessary. It was a pleasure working with this group, and they appreciated what I did for them.

They accepted that the business units should have a head reporting to the Directors – a separation of parents from children. The parents would be accountable to the Board. This is the classic management model and I was glad to take JKH down this road.

JKH had an entrepreneurial culture. I think this heritage came from Mark Bostock’s time. Instinct had played a role in selecting acquisitions. Persuading them to adopt hurdle rates and cash-flow paybacks helped to test acquisitions and to dispose of some bad acquisitions. When I was on the Board, the LMS (Lanka Marine Services) acquisition came up for discussion. The financials were good. I had a Shell background in my youth and knew something about petroleum products and bunkers.

I discreetly asked Susantha Ratnayake (who was promoting the acquisition) whether he or JKH knew anything about the bunker business. He said, `No, but Sir, it is not rocket science and we can learn it.’ He had acquired some of the JKH entrepreneurial culture. It was brave of him to persuade the Board to buy a business without knowing the business. They bought it and it was very profitable.

Ken Balendra knew his team better than anybody else and had selected Lintotawela to succeed him. He was a finance man and perhaps Ken thought it best to have a numbers man to preside over his entrepreneurial troops. I did not think he was quite JKH style and thought that Susantha was the driving force in the business. After I left the Board, whenever I met Susantha I told him that he was developing a stoop by carrying the business on his shoulders (he turned a light shade of pink and hated me for saying it). Subsequently Susantha Ratnayake became the very successful Chairman of JKH.

LEAVING JKH

I met Abbas Esufally, I think it was at the Golf Club, and he said Hemas was debating whether to go public (with a listing on the CSE), and he wanted me to help them to decide, and if they went ahead to help them through the process. I agreed to meet them and talk about it as I held the view, and still do, that a private sector economy would survive best if all the big companies went public, so that the wider public could also benefit from their success, and this would create inclusive growth.

Eventually I agreed to help Hemas, and I told JKH about it. Lintotawela was unhappy and I could not be on the JKH Board and the Hemas Board. He saw a conflict of interest because JKH was in Hotels and Serendib had three hotels, one in Sigiriya and one in Waikkal, where JKH had no hotels, and one three-star in Bentota where JKH had the five-star Bentota Beach Hotel. The JKH team tried to persuade me to dump Hemas and stay with them, but I felt I had done my bit for JKH and it was an interesting challenge to take Hemas public.

I resigned from the JKH Board to join Hemas. The JKH Directors continued as friends and still Susantha very kindly invites me for dinner from time to time.

Investing in Serendib and joining Hemas

Even during the dark days of the war, when tourist arrivals were poor, I believed that in the long-term tourism would be our oil well. To get closer to the industry I wanted to make an investment in a hotel company. Through a mutual friend I met Abbas Esufally and with his help bought the shares of a Director of Serendib Hotels, who was retiring. It was a relatively modest investment but it got me to the top three non-corporate individual shareholders and I was invited to join the Board. I also invested in the quoted Serendib subsidiary companies Sigiriya and Dolphin.

This gave me a good and continuous rolling insight of the tourism industry. I had always been interested in tourism as a good industry for developing countries. This close-up picture of the hotel industry was helpful in developing my knowledge. I was happy to be on the Board.

Serendib was a fairly unstructured business and I endeavoured to help the management develop relevant business processes. I encouraged the management to develop Serendib as a brand and to leverage the Bawa connection.

It was one of Geoffrey Bawa’s early hotels. It had been heavily influenced by 18th century Dutch architecture. The facade viewed from the beach had a remarkable resemblance to the well-preserved Dutch building in Pettah.

The hotel put together a Bawa room to illustrate and leverage the Bawa link. After Srilal Miththapala, the enthusiastic Manager in the early phase, we had Ranil De Silva, a very experienced modern Manager. I was happy to be an active and involved member of the Board, and saw the hotel expanding both physically and in quality and as a shareholder I was pleased that it also was a steady, profitable hotel.

Abbas Esufally, one of the four major shareholders of Hemas Holdings, was Chairman of the Company. He was perceptive of the issues relating to tourism, was a pleasure to work with, and I enjoyed working with him, for many years.

The Minor Group, a big international hotel group with a base in Thailand, had expressed an interest in some form of collaboration. This proved to be a distraction. The Serendib management was heavily involved in building its Anantara property in Kalutara and the Hemas Minor Joint Venture hotel in Tangalle. The joint venture with Minor never happened and Serendib had to consider a life without Minor. This was a new strategic challenge. I did not stand for re-election.

Hemas was owned by four Esufally cousins. Each managed a piece of the business, with freedom to do as they pleased. They had the same cars and same salary and lived down the same road. A high comfort zone.

My role was to explain the process, advantages and consequences of becoming a public company. The big concern was whether the public would buy the shares of a firm in Bristol Street owned by four Borah cousins. I was convinced that a properly-constructed public offering would succeed.

The daunting question for them was whether to remain private in their comfort zone or to release the value by going public and accepting all the restrictions on freedom that came with it. The prospect of becoming billionaires won. But it proved to be a hard struggle to get them to keep their part of the bargain and accept the restrictions on their freedom as a public quoted company. I agreed to come on the Board and lend my name to the public issue and the financial advisers were confident that the issue would be fully subscribed. It was.

Public company

It had three Independent Directors, and I was the Independent Chairman. I tried to perform two roles. To give them the benefit of my management experience and be a mentor to develop the management skills of the company and as Chairman to establish the good governance practices of a public company and create the corporate structures that would help optimize shareholder value.

The first problem

To complacently accept less than the best skills available was not compatible with the obligations of a Chairman, the custodian of the public shareholders’ interests. This created problems. The four family shareholders were all intelligent and educated. In the management structure of any good company, that only gets one to the starting gate. What they all, including Hussein, lacked was good business experience gained by working elsewhere under outstanding managers and a high quality management education.

It was a struggle to get them to accept that they should relinquish the Managing Director type of roles they performed, and to bring in first-class management so as to optimize shareholder value and for them to move to a Non-Executive Chairman type of role.

I can well understand that they would have resented me for pushing them to give up their roles, but probably reluctantly accepted that it was in the best interest of protecting the billions of value they owned in shares. Abbas Esufally was charming and gregarious, looked at it all in a very mature fashion, and took it all in his stride in the interests of developing shareholder value. His only concern was fashioning a useful role when he gave up his executive line job.

The biggest block

Hussein Esufally was the biggest block to creating a proper Board-managed company. Transition from a family firm to public company meant the major roles of managing the business, which were all in Hussein’s hand as the CEO of the family business, had to be vested in the Board headed by the Chairman.

He resented it, but had to accept, for example, that there had to be a Remuneration Committee, an Audit Committee, and that annual plans and investment proposals, etc. had to be approved by the Board. Good governance processes remain cosmetic until you give them teeth, and giving them teeth was not easy.

He saw this as a move of authority from him to me and did not like it, as it affected his ego. His reaction was to endeavour to diminish the image of the Chairman. He did not provide the Chairman with an office or a secretary, let alone a company car or entertainment allowance. When I insisted on an office, he gave me a little cubicle behind a secretary.

This undermined my ability to interact with the senior management as I had no proper venue to meet them and it was not in keeping with the image of a chairman of a public company to ask managers to meet the Chairman in his shoebox! When he had decided that he would be the next chairman, a grand office was created. I was like a shadow hovering relentlessly, pursing the reduction of his powers and creating a proper Board-managed public company.

Snakes and ladders

I thought that over the years I had convinced the family that the best method of protecting their wealth was to be a proper public company with an independent chairman and an experienced management team with a good track record managing it.

Steadily over the years we climbed up the ladder, rung by rung. I thought I had convinced them that the two sacred pillars of a good public company were an independent chairman and an excellent and experienced CEO.

When it was time for me to retire, sadly both these pillars were ignored. It was case of whizzing down a snake at the end. Hussein had decided to be Chairman. An end to independent chairmen at Hemas.

The choice for Chief Executive was Enderby. When I was a Director of CDC Plc in the UK, Donald Peck was Managing Director South Asia and Steven Enderby was a member of his private equity team. Steven Enderby had never managed a business as an executive CEO.

CDC was in private equity operations and Enderby could perhaps use his contacts from private equity days to get some funds to buy Hemas in the market and thereby help the share price. Steven is a friendly, charming and intelligent person but had no general management experience to bring to the party. After a long career of success in my endeavours, this is the one big blot of failure.

Fortunately for shareholders, Hemas had some good people, Malinga Arsakularatne had done an excellent job as Head of Finance. There had been many good marketing men in FMCG. If Hemas was prepared to have a CEO with great potential but no previous CEO experience in a big business, the very talented Kasturi Chellaraja Wilson would have been an excellent choice.

In addition to being appointed, there was also something in the air about Steven Enderby wanting to buy a large block of shares at a discount. I don’t know whether this ever happened. I did not want to be a party to the decisions regarding the Chairman and CEO. I said I must retire from the Board before these decisions were made and did so.I did not leave Hemas with the gratitude of the family but I think it was with their resentment.

Trading in bonds

Dinesh Schaffter wanted my help and guidance on developing a conglomerate of businesses he had put together. I said I would have a good look at his business and see whether I could add value. Ksathriya, as it was called, was managed by a small team of highly-paid managers.

I was appalled by what I saw in the numbers. They had made a number of bad acquisitions and were in the throes of making another, a supermarket chain, which had all the signs of another bad acquisition. Ksathriya was kissing distance away from bankruptcy. The task was not growth but restructuring for survival.

The management team was discontinued. Manjula Mathews, Dinesh’s sister, who also had a financial interest, joined the team to salvage what we could from this business which was in dire straits. This was the beginning of a long association with the Schaffters and their businesses. Ksathriya could not be saved as an ongoing business and all commercial operations dwindled down and were wound up.

Dinesh Schaffter was the eternal entrepreneur and his philosophy was ‘if one failed, look for another’. Ksathriya was reborn as Dunamis. Tucked away within it was a piece of relatively neglected business, which was high risk but interesting. The business called First Capital was a licensed bond trader and could trade in Government securities. So I joined First Capital as a mentor, ended up on the Board, and eventually was Chairman.

Trading in Government securities, to put it very simply, was to buy at the Central Bank auctions with money borrowed from the Banks and sell on at a profit but at very thin margins of profit. It was volume that gave one a meaningful profit, but volume meant high debt. It was a difficult business of predicting trends in interest rates and backing the judgment with high-risk trading.

Good governance was paramount. Processes had to be put in place to ensure good governance of trading and good management and they had to be rigorously enforced. The industry was heavily regulated. Compliance was vital as failure could result in losing the license to trade, which would mean the end of the company.

A compliance team was established but it was necessary for the Board to keep this activity under continuous review. The other area to be managed with utmost care was the management of risk and there was a Risk Management Committee. It was compliance to protect the license and risk to protect the shareholders’ money.

There were the other corporate bells and whistles essential in a public company, like a Remuneration Committee and an Audit Committee, and these were established. Around First Capital, there was another conglomerate developing. Wealth management, investment funds and a stockbroking firm. Good processes were established to facilitate their development.

The Schaffters, Manjula and Dinesh, were delightful people to work with, for many reasons. They were both very bright, there was always a chuckle even when contemplating dire circumstances if things went wrong. Never a risk of rumbling egos. If they had any, they never brought them to work. They always appreciated what I did for them. Whenever I met their father, Chandra Schaffter, he never failed to thank me for helping his children.

The thought of retiring from all work was hovering in my mind. A difficult regulatory development provided the exit. Stringent regulations were introduced about related party transactions. In close-knit conglomerates this was a problem and created the need to unravel them and to create new arrangements that complied with the regulations. At the tail-end of my career I had little appetite to take this on, and I had a good solution.

I had brought two excellent finance people on to the Board, Minette Perera and Nishan Fernando. They had both worked in companies where I was Chairman. Minette at Reckitts and Nishan at SLT. They were appointed to a Related Party Transaction Committee. After watching over it for a few months I knew it was in safe hands, and as I had done my bit for the Schaffters over the years I thought it was in good order not to stand for re-election, and brought the curtain down after a 55-year career.



Features

Beyond traditional jobs: Why Sri Lanka needs to facilitate the gig economy

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Image courtesy Oxford University

by Kapila Chinthaka Premarathne
Head of the Department of Agricultural Systems and a Senior Lecturer in Agricultural Economics at the Faculty of Agriculture,
Rajarata University of Sri Lanka

Beyond the Graduate Unemployment Number

Sri Lanka’s economic recovery has improved macroeconomic stability, but youth unemployment remains a significant labour-market concern. Around 43% of Sri Lankan youth aged 15–24 with postsecondary education are unemployed, the highest among the Asian economies compared in the IMF analysis, compared with about 36% in Bangladesh and 13.2% in Thailand. This reflects a problem of skills mismatches and the difficulty of connecting higher education with changing labour-market demand. The concern goes beyond unemployment itself. Sri Lanka has invested heavily in educating its younger population, yet the conventional labour market is not creating enough opportunities to convert these qualifications into income. Many young people possess degrees, technical knowledge and growing digital familiarity, but remain outside formal employment because suitable jobs may not exist in the right place, at the right time or under conditions compatible with their circumstances. This makes it necessary to think beyond traditional employment models and explore new ways of connecting Sri Lanka’s educated youth with economic opportunities.

This is where Sri Lanka needs to reconsider how it understands employment

Employment has traditionally been viewed through the employer–employee relationship, with qualifications leading to a formal job and regular salary. While this model remains important, digital platforms are creating new ways to generate income, allowing individuals to work for multiple clients across geographical boundaries without permanent employment. Sri Lanka therefore needs to look beyond simply creating conventional jobs and consider whether it is building the conditions for its educated population to participate in the growing global market for digital services.

The Opportunity of the Gig Economy

The gig economy extends far beyond ride-hailing and delivery services. Digital platforms increasingly connect skilled individuals with opportunities in software development, design, accounting, data analysis, digital marketing, translation, online education, research and consultancy. This is particularly relevant to Sri Lanka, where a highly educated population faces a relatively limited domestic market for specialised skills. Digital platforms can overcome geographical constraints by connecting Sri Lankan workers directly with international clients.

As highlighted in my previous LSE South Asia article on women and the gig economy, such work should not replace formal employment but can create additional income opportunities when supported by appropriate skills, digital infrastructure, training and institutional support. A skilled person in Anuradhapura, Jaffna, Batticaloa or Monaragala could potentially serve clients in London, Melbourne or Dubai without first relocating to Colombo. This makes the gig economy relevant not only to employment but also to Sri Lanka’s emerging digital services-export strategy.

A Digitally Familiar Generation

Sri Lanka’s younger generation is growing up with smartphones, social media, online learning, digital applications and digital financial services, giving them a level of digital familiarity that previous generations did not have. However, digital familiarity does not automatically translate into digital employability. The challenge is to transform everyday digital use into productive skills such as data analysis, artificial intelligence, software development, digital marketing, financial analysis and online professional services.

Sri Lanka therefore needs to move young people from being consumers of digital services to producers of digital value. Universities, vocational institutions and training providers can play an important role in converting existing digital familiarity into marketable skills that connect young people with both domestic and international opportunities. This is increasingly important as technological change and AI reshape labour markets and intensify the need for skills that match emerging forms of work.

The Gender Dimension

The gig economy may be particularly relevant to women, who often face barriers to conventional employment arising from childcare, eldercare, mobility, social expectations and rigid working arrangements. For mothers and women living outside major urban centres, fixed working hours and daily commuting can make formal employment difficult even when suitable jobs exist.

Digital gig work can provide greater flexibility, allowing women to undertake professional assignments from home or their communities and potentially serve international clients without relocating. As discussed in my earlier LSE South Asia article, this opportunity is most meaningful when supported by digital infrastructure, skills training, virtual work hubs, mentorship and appropriate institutional support. However, flexibility should expand women’s economic choices rather than simply add paid work to existing unpaid household responsibilities.

Pressure on Labour-Market Opportunity

The value of a job cannot be judged by salary alone, as commuting, working hours and household responsibilities can significantly affect its real economic value. Flexible digital work can potentially reduce some of these costs by allowing people to work from home or nearby digital hubs and participate in employment on a part-time or project basis. While gig work cannot solve all household pressures, a more flexible organisation of work can create additional employment opportunities while helping households manage their limited time and resources more effectively.

A Possible Third Option Between Unemployment and Migration

Sri Lanka’s migration and brain-drain concerns highlight the need to explore employment opportunities beyond the domestic labour market. While overseas migration will remain an important individual and economic choice, digital work can provide another pathway by allowing skilled Sri Lankans to serve international clients without physically leaving the country. Software developers, designers, analysts, researchers, translators and consultants can potentially earn from global markets while remaining in Sri Lanka. Digital gig work cannot eliminate migration or reverse brain drain, but it can create an additional option between domestic unemployment and physical migration—working for the world while remaining in Sri Lanka.

Recognising and Making Digital Work Reputable

A major institutional gap is that conventional systems are designed around salaried employment, while a freelancer may earn from multiple clients without a single employer or salary certificate. This can make legitimate digital workers difficult to recognise when they seek loans, leasing, insurance or business finance. Sri Lanka could address this through a voluntary digital-worker or independent-professional registration mechanism, providing a recognised economic identity based on qualifications, verified skills, platform activity and documented income, without creating unnecessary bureaucracy.

Such recognition should also make digital income bankable. Banks could assess verified platform earnings, bank transactions, contracts, invoices, tax records, savings and repayment history alongside conventional employment documents. A standardised digital income statement could further help workers demonstrate their financial capacity. The key shift is from asking “Who is your employer?” to asking “Can your income be verified and is it sufficiently stable?”. This would allow successful digital workers to build financial credibility and use their earnings to access credit, acquire assets and develop their own businesses.

Digital Payments Are Part of the Labour Market

Access to reliable international payment systems is essential if Sri Lankans are to participate effectively in the global digital economy. Recent developments in PayPal’s local banking arrangements, including its partnerships with Sampath Bank and Commercial Bank, indicate progress in this direction. However, the broader priority should be a regulated and efficient digital-payment ecosystem that allows workers to receive international earnings, transfer them to Sri Lankan bank accounts, document their income and meet relevant financial and tax requirements with minimal friction. International payment infrastructure is therefore not simply a technology issue; it is an essential component of Sri Lanka’s emerging services-export economy.

Building Infrastructure Outside Colombo

Digital familiarity alone is insufficient without reliable internet, electricity, computers, software and suitable working environments, particularly in rural and underserved areas. To ensure that the gig economy supports regional development rather than becoming another Colombo-centred opportunity, Sri Lanka could establish regional digital-work hubs through universities, vocational institutions, libraries and public-private partnerships. These hubs could provide connectivity, equipment, training, mentoring and assistance with platform registration and international payments. If graduates must migrate to Colombo simply to access such infrastructure, the geographical advantage of digital work is significantly reduced.

From Freelancer to Entrepreneur

Gig work should not be viewed as an end in itself. A person may begin with small online assignments, develop regular clients and professional credibility, and eventually establish a small digital enterprise. This creates a potential pathway from graduate to freelancer, professional service provider and entrepreneur, allowing individuals to create markets around their own skills rather than waiting for conventional vacancies. Universities can support this transition by teaching students not only subject knowledge but also portfolio development, market identification, client communication, digital platforms and contract management. A degree demonstrates educational attainment, while a professional portfolio demonstrates what a graduate can offer to the market.

Facilitation Must Be Matched by Protection

Promoting the gig economy without appropriate safeguards could simply transfer employment risks from institutions to individuals. Digital workers may face uncertain incomes, weak bargaining power and limited social protection. Sri Lanka should therefore facilitate digital work while also ensuring opportunities for independent workers to build savings, access insurance and participate in portable social-protection mechanisms. Flexibility should create greater economic choice without compromising long-term financial security, particularly for women.

A regional Example from India: Think Globally and act Locally

India provides a useful regional example of how the gig economy can be approached as a policy issue rather than simply as informal or temporary work. NITI Aayog has estimated the size and future employment potential of India’s gig and platform economy and has developed recommendations covering employment generation, skills, financial inclusion and social protection. More importantly, India has begun creating institutional mechanisms around these workers. Its e-Shram portal provides a national database of unorganised workers, including gig and platform workers, creating a recognised identity through which workers can potentially access employment, skills development and social-security services. India has also explored platform-led skills development through skill certificates, skill passports and on-the-job training, while NITI Aayog has proposed cash-flow-based lending models that could allow platform workers to demonstrate creditworthiness through their earnings rather than conventional employment or collateral.

Social protection has also entered the policy framework. India’s Code on Social Security, 2020 formally recognises gig and platform workers and provides a basis for schemes covering areas such as accident insurance, health, maternity, disability and old-age protection. India is still developing and refining these arrangements, and Sri Lanka need not replicate the Indian model.

However, the experience demonstrates an important policy lesson: the gig economy can be supported through a system that identifies workers, develops their skills, makes their income more visible to financial institutions and extends appropriate social protection. Sri Lanka could develop its own simpler framework suited to its smaller economy, beginning with recognising digital workers and building the institutional conditions that allow their skills and earnings to become part of the formal economy.

Rethinking Employment and the Next Opportunity

The 43 percent figure for educated young Sri Lankans should encourage a wider discussion about the changing nature of work. Sri Lanka will continue to need conventional employment through firms, industries, farms, professional organisations and public institutions, but the changing labour market also requires new opportunities to connect educated Sri Lankans with global digital markets. The gig economy can provide an additional pathway to increase female labour-force participation, reduce the pressure for migration and brain drain, and connect Sri Lankan skills with markets beyond geographical boundaries.

This does not require a complicated bureaucracy. It requires recognising legitimate digital workers, facilitating access to international platforms and payment systems, allowing verified digital income to support credit assessment, developing portable social protection, and strengthening digital infrastructure and skills beyond major urban centres. Better data on digital workers would also help policymakers develop evidence-based interventions.

The future of work is therefore not only about creating more jobs, but about creating more ways for Sri Lankans to work, earn and build livelihoods while continuing to live and contribute in Sri Lanka. The gig economy should be recognised as part of an emerging digital labour market and services-export economy, where workers can build professional identities, earn internationally, access finance and eventually develop their own enterprises.

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Are religions getting redundant in the modern world?

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by Dr Upul Wijayawardhana

We are living in an era of astonishingly rapid scientific advancement. From the time Apple launched the ‘iPhone’ in January 2007, the first targeting the mass market, smartphones have taken over the world, making them indispensable. According to the latest statistics, there are around 8.1 billion mobile phones with 7.4 billion active smartphones, for the world population of 8.25 billion. Except for a tiny minority of the very poor, most people have at least one smartphone.

We are now entering the era of Artificial Intelligence (AI) and smart robots. Recently, a ‘Chinese’ robot ran 100 metres faster than Usain Bolt! Though Alan Turing proposed the idea of ‘Thinking Machines’ way back in 1950, the real AI boom commenced with the release of the generative AI chatbot, ChatGPT, by OpenAI in November 2020. Number of technology firms in the US as well as in China have joined the race, China catching up very fast, quite unexpectedly. There is a frenzy at the moment, raising expectations, as the imminent floating of these companies is likely to value the two leaders, OpenAI and Anthropic, trillion dollars each!

However, trouble is brewing in the AI field. On top of the concerns raised by environmentalists regarding the huge power drain by AI centres, there are recent reports of some AI models hacking independently into other systems, without human input. Worse still, a senior researcher at Anthropic, who has previously worked for OpenAI as well, resigned in early September on ethical grounds stating that the way the two companies are fast-tracking AI poses an existential threat to humanity. Surprisingly, instead of a rebuttal the head of Anthropic supported his view, soon joined by three more heads of leading AI developers. Whilst they agreed on slowing progress, President Trump has claimed that slowing is totally unnecessary as long as a super intelligent President like himself is at the helm! There does not seem to be an end to Trump’s grandiosity! He was joined by Tony Blair. In contrast, King Charles held a summit with representatives of all AI developers to find a way AI could be developed without a threat to humanity. That is how wise leaders act!

Less sophisticated AI tools are already in widespread use and installed in computers, laptops and smartphones. Some of us are using these automatically. However, the more advanced AI tools like ChatGPT can change even reality. For instance, AI can generate videos hardly distinguishable from real ones. What you enjoy watching on YouTube may be just the creations of AI! Some people use AI to write articles; only a few of them admit that they do so. Very soon we may be reading stories AI creates and listening to music, courtesy of AI. Technology seems to be fast becoming the new religion? Or, will the existential threat move us more towards religion?

Religion, perhaps, is as old as humanity itself; various belief systems evolving and disappearing coupled with the fortunes of the associated civilizations. Just like AI, religion is also a creation of the human mind which our ancestors did to explain many phenomena which appeared, at that time, to be supernatural. Starting with Animism, perceiving the divine in the natural world around, humans went on to Polytheism, believing in many gods like in Hinduism, culminating in the concept of Monotheism.

World’s oldest religion, Hinduism, still in wide practice, is devoid of a founder or a single text. The earliest scriptures, Rigveda, is considered to be around 3,500 years old but archaeologists have discovered symbols of importance to Hinduism as far back as 7,000 BCE. Though it is considered to be Polytheistic, it can be argued that it was the precursor of Monotheism, the concept of a creator God, as Brahma was the creator in the triad, Trimurti, Vishnu being the preserver and Shiva being the destroyer. It seems to be a sensible balancing act; create, destroy and repair with improvements.

It is pretty obvious that as science expands, the importance of religion contracts but it is hardly likely religions would be totally redundant. We have no choice as to which family we are born to and that invariably determines what your religion would be, if any. Religion is the first brainwashing a child encounters and most remain in the same faith, often trying to defend even the indefensible, but some change through conviction or conversion due to one of many reasons. Further, religious rituals have social values and religious practices often come to one’s solace at times of distress. Therefore, many will continue with the religion they were born to but with declining enthusiasm, at times. However, some religions seem to be facing problems like falling attendances in places of worship. With education and tech savviness expanding, one would expect the youth to be less enthusiastic about religion but the converse is true in some religions, some youth becoming very militant unfortunately.

While most religions make you subservient to a supernatural power, the Buddha was wise and bold enough to remove those shackles. He proclaimed that one’s destiny is in one’s own hands. However, many Buddhists appear to attach greater significance to rituals than to practising the Dhamma.

Buddhism as a religion may become less relevant as the frontiers of science expands but the Buddha Dhamma, especially Abhidhamma and Vipassana, would receive increasing recognition, the Buddha remaining an authority on consciousness and the mind.

Scientific progress should be for the betterment of society but AI developers are taking huge risks, taking massive loans threatening the world economy, for one aim: profit! Some do not seem to care even if their actions pose an existential threat to humanity.

Perhaps, if the Four Sublime Attitudes (Sathara Brahma Vihara) expounded by the Buddha; loving kindness (Metta), compassion (Karuna), empathetic joy (Muditha) and equanimity (Upekkha) are adopted as universal values, the world would become a safer place to live in, with or without AI.

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‘The Bullet that Missed’

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Tales of Mystery and Suspense 21

by Prof. Rajiva Wijesinha

Another book that is part of a series, today—one that is fun without the brooding concentration on criminality in different forms that marks the Rebus novels. This one about the Thursday Murder Club, is a romp as its two predecessors were interspersed with deaths and what might be deaths.

The Bullet that Missed

begins with a meeting with the presenter of ‘South East Tonight’, a programme about the area, in which Coopers Chase is situated. The meeting is held because the club has decided to look into the murder of the producer’s assistant, Bethany Waites, whose car was found at the bottom of a cliff ten years ago. There was blood in it, but the body was never found.

Or, rather, the book begins with an account of Bethany Waites deciding, on the night she vanished, to meet someone in connection with a case of massive fraud that she had been investigating, after sending the producer, Mike Waghorn, a message that she had found new evidence though he had no idea what it was. The night she died, she sent him another message: “I don’t say this often enough, but thank you.”

CCTV cameras showed her leaving her place, but then the vehicle vanished, before being sighted near the cliff, with two people in it. Investigation of the fraud had led to the imprisonment of a woman, Heather Garbutt, though it proved impossible to pin anything on Jack Mason, the mastermind for whom she had worked.

The Club conducts investigations on several fronts, including through Connie Johnson, the drug dealer they had helped imprison in the earlier book. The psychiatrist Ibrahim, the most respectable member of the Club, interviews her in an attempt to get her to find out more from Heather, who is in the same prison as she. They also investigate the CCTV record of the night Bethany vanished, and deduce that she went to an apartment block and exited from its other side, and that is why she was not seen leaving the town. But some time had elapsed between her being seen in the town and then on the cliff.

Meanwhile, Elizabeth has been kidnapped, along with her husband, and taken to a house in Staffordshire, where she is told by a man called the Viking that she must kill a former KGB agent now in London, who has a profitable career in money laundering. The Viking tells her he will inform Viktor that she was responsible for stealing the diamonds, the story of which is told in the previous Murder Club Mystery, and Viktor will then kill her.

Elizabeth, who has an affair with Viktor, knows he will not kill her, but when the Viking says he will also send Viktor a picture of Joyce, she decides she must act, and goes to see Viktor, and fires when she gets him in the bathroom. But, of course, she fired into the ceiling, and Viktor is then taken to Coopers Chase, to stay with Joyce until they have dealt with the Viking. And Viktor then enjoys the camaraderie of the retirement home so much that he wonders whether he too should settle there.

Elizabeth does trace the Viking, or rather her husband does, for he has noticed rare books on the shelves in his library, and an antiquarian book dealer friend managed to find out who bought them. But before they could confront him, he comes to Coopers Chase, for he has seen the bullet hole in the bathroom of Viktor’s flat and realized he was fooled.

But he cannot bring himself to kill Joyce straight away, and she knocks him out with a drug in a cup of tea. When he meets Viktor, they both decide to fall in with the plans of the Club.

Before this, Heather has been found dead in her cell, with a note saying that ‘they’ were going to kill her, and only Connie could help. Before that she had admitted that she was frightened to name the man behind the fraud. Jack Mason said the same, after Ron had won his confidence. The Club had deduced by then that the body was buried in the garden of Heather’s house which Jack had bought, after she had been jailed, and digging reveals a gun and money, but no body. Jack tells them that the mastermind had said that Bethany was buried with a bullet with his DNA on it.

The Club is now working with the Chief Constable of Kent, Andrew Everton, who writes thrillers himself, but in the form of e-books. He is in search of a publisher, and delighted when Mike Waghorn puts him on his programme, as is Donna, who is substituted at the last minute for Chris.

The Club finds out whom Bethany visited in the apartment block—Mike’s assistant Pauline, who tells them later what she and Bethany had been doing. But this is after the man behind the fraud has been unmasked up in the house in Staffordshire, where he was trying to hire the Viking and Viktor to find the money that he had stashed away, using accounts that he could no longer trace. He has also confessed to murdering Bethany, hoping this will persuade the two money launderers to help him, but it turns out that he did not do this. Nor did he kill Heather, the incriminating note having been placed in her room by Connie, who decided that Heather’s suicide should be treated as murder so that the person who had been blackmailing her should be found out.

It was Jack Mason’s murder that was brought home to the crook. It turns out that Bethany, her appearance altered by Pauline, has vanished, to a new life in Dubai, where she has taken control of the missing millions. She has gone there because the threat, she received through the bullet she was looking at in the preamble, was to Mike and she wanted him out of danger.

Yet another whimsical conclusion to a whimsical book with enough loose ends left hanging for another sequel.

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