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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.



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From Windrush to Brexit: Redrawing Britain’s Migration Map

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A file photo of an anti-immigration protest in Dover

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Tolerance and Diversity

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

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

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

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

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

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

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

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

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

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

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

by Bhikkhu Bodhi

 

 

 

 

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Seeing things as they truly are

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

by Dr. Justice Chandradasa Nanayakkara

 

 

 

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