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An eventful off season – Part 28

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CONFESSIONS OF A GLOBAL GYPSY

By Dr. Chandana (Chandi) Jayawardena DPhil

President – Chandi J. Associates Inc. Consulting, Canada

Founder & Administrator – Global Hospitality Forum

chandij@sympatico.ca

As the 1975/1976 tourist season ended, I had a lot of free time in a nearly empty hotel. I did not want to waste six months just relaxing and ordering room service for all meals. As the Assistant Manager and Executive Chef of the Coral Gardens Hotel, apart from a few planning tasks, I hardly had enough work to keep me occupied. I commenced looking around for opportunities for secondments to keep busy and learn more about hospitality business.

Fifth Non-Aligned Summit

One day while reading a local newspaper I learnt about Sri Lanka hosting the fifth Conference of Heads of State/Government of the Non-Aligned Countries, often referred to as Non-Aligned Summit, in August 1976. This movement originated in the mid-1950s as an effort by some countries to avoid the polarized world of the Cold War between the pro-Soviet communist countries belonging to the Warsaw Pact, and the pro-American capitalist countries belonging to the North Atlantic Treaty Organization (NATO). The first summit was hosted by Yugoslavia in 1961 with only 24 countries attending, including Sri Lanka, India, Indonesia, Saudi Arabia and Cub. In the year 2021, the organization has grown to over 120 member states and in terms of the size and scope, second only to the United Nations as a global organization.

Over 50 heads of state/government attending the 1976 summit expected to stay at the only five-star hotels in the country – InterContinental and Oberoi. The venue for this prestigious three-day summit was the newly opened Bandaranaike Memorial International Conference Hall (BMICH), which was built and gifted by China to Sri Lanka. I heard that the government owned Ceylon Hotels Corporation (CHC) would be handling all catering and hospitality operations of the fifth non-Aligned Summit.

I immediately contacted the General Manager of CHC – Mr. Nimalasiri Silva, and offered my services, as I thought that this summit would provide an amazing opportunity for hospitality managers to gain valuable convention management experience at the highest level. “Chandana, thank you for your offer, but CHC already seconded for service to BMICH about ten of your fellow graduates of the Ceylon Hotel School (CHS).” I told him that I was able to work in any department at BMICH. He then said, “As CHC got the catering contract for the summit, our agreement is to only use CHC managers. The only exception is Milroy Fernando who was flown from Canada to lead the catering assignment on the directions of the Prime Minister.”

I was disappointed but was satisfied that at least I had tried. I was happy for my CHS colleagues who got this rare opportunity to serve heads of state/government.

Eventually, from 1990 to 1993, I got the opportunity to manage the entire catering operation of BMICH including large wedding dinners for 2,400 persons. BMICH has been crowned as the Gold Award Winner in the Leading Convention Center category of the prestigious 2020 South Asia Travel Awards (SATA) competition, bringing recognition to Sri Lanka as the premium convention destination in the South Asian Region. It all started in 1976.

Learning At Elephant House

Around the same period, my employer Whittall Boustead (Private) Ltd took over the management of one of the oldest companies in Sri Lanka – Ceylon Cold Stores. It was popularly known as Elephant House, which was the island’s largest producer of soft drinks, ice cream and a range of other food and beverage products. With permission from the Manager of the Coral Gardens Hotel – Muna, I contacted Mr. Gilbert Paranagama, the Director in charge of hotels. After a brief chat with him, he arranged for me to spend two months as a factory management observer at Elephant House.

I spent a week in each of the eight departments of Elephant House, including jams and preserves, ice cream and creamery, bottling plant, butchery, meat processing factory and finally the Fountain Cafe. I experienced different aspects of food and beverage processes, which were useful in my role as a hotel executive chef. Some of managers I worked with at Elephant House had their lunch very quickly and spent half of their lunch interval playing bridge, a card game I did not have time to master for the next four decades.

Working in the butchery, I was happy to use a large industrial electric meat saw, the type which I had not seen or used prior to that. One day, I was using this machine to cut a whole pig when my hand slipped and I had a minor injury. While I was taking the service elevator to get some first aid the lift operator started talking with me. This employee had only one finger in his right hand and I wondered what happened to him.

He said, “Sir, for a long time I operated that electric meat saw, until I had a terrible accident and lost four of my fingers! After that, five years ago the management gave me this easy job to operate the service elevator.” After listening to him, I was no longer motivated to use that machine. I quickly arranged an extended period at the Fountain Café, until I completed my two-month memorable observation period at the Elephant House.

The old advertisement for Fountain Café.

In mid-1970s Sri Lankans went out for a meal only on a rare occasion. Therefore, there were only very few restaurants even in Colombo. The Fountain Café operated by Elephant House was probably the most popular restaurant in Colombo, at that time. It was a useful experience for me to understand the Sri Lankan market for moderately priced food and beverage products.

An Opportunity in West Germany

From 1969 to 1976, two-year long fully-paid scholarships were awarded to the best three graduates of each batch of the Ceylon Hotel School (CHS). These postgraduate industrial and teacher training opportunities in West Germany were funded by the Carl Duisberg Society. Over the years, they were generous in awarding such scholarships to 26 outstanding graduates from CHS.

In 1976, the Carl Duisberg Society considered whether they should continue these scholarships in a different manner by awarding them to CHS graduates who have done well in the industry. A newspaper advertisement about this opportunity placed by the Ceylon Tourist Board (CTB) caught my eye. Although I was not a good student during my time at CHS, I applied for the scholarship, anyway.

A month later I was informed by CTB that I had been chosen for the scholarship. Soon after that I was summoned to the Whittall Boustead head office. Nervously I entered the office of Mr. Gilbert Paranagama who was talking with Padde Withana, Executive Chef of the Bentota Beach Hotel, who trained me as an Executive Chef. It appeared that Padde too had applied for the same scholarship and was chosen.

Mr. Paranagama telephoned the Chairman of CTB and told him that, “Whittall Boustead is proud that both our Executive Chefs were awarded scholarships to go to West Germany, but it is impossible for our company to release both for two years at the same time.” After listening to the response by the Chairman of CTB, he then said, “Yes, I know that Padde is the best Executive Chef in Sri Lanka, and Chandana has shown much promise. We will release Padde for two years, but Chandana will have to wait for a later opportunity after Padde returns from West Germany.” It was agreed upon, and that was the end of the telephone discussion.

“OK, Padde, you proceed to West Germany. Chandana, we will transfer you back to Bentota Beach Hotel as the Executive Chef for two years.” Mr. Paranagama announced. I was very pleased to get the opportunity to become the Executive Chef of the best resort hotel in Sri Lanka at the age of 22. Unfortunately, matters did not materialize as planned by CTB. For some unknown reason, Carl Duisberg Society terminated their scholarship program which helped the hotel industry of Sri Lanka tremendously to upgrade its professional skills.

Supervisor and Competitor Relations

Back at the Coral Gardens Hotel for the rest of the slow-moving off season I focused on public relations (PR) with the union delegates, hotel supervisors and managers of neighbouring hotels in Hikkaduwa. I organized a cycle trip for the Coral Gardens Hotel’s supervisors with the help from the union leader Butler Edmond, as the trip coordinator. He was pleased with the prominence given to him.

PR with the other hoteliers in the area was mainly sharing of best practices, and card games with dinner at different hotels every evening. That developed a useful fellowship among hoteliers in the area. That led to collaboration with competitor hotels to handle a common challenge we all faced – sea erosion. The erosion of country’s coastal zone had been identified as a long-standing problem, since 1920s.

Sea Erosion

In spite of advocacy by well-known divers, environmentalists and respected personalities such as Dr. Arthur C. Clark (British science fiction author who made Sri Lanka his home, for 52 years), damaging the coral reef continued. This was done for short term benefits of individuals and companies. Pollution of the sea, overfishing, destructive fishing practices using dynamite or cyanide, collecting live corals for the aquarium market, mining corals for building materials or to sell to tourists, were some of the many selfish reasons the people damage reefs.

Hoteliers were not able to prevent these issues without the genuine support of local politicians and clear governmental policies. Therefore, the hoteliers focused on measures such as arranging boulders to protect their lands from sea erosion. Such initiatives were costly as well as affected the natural beauty of hotel beach fronts. As the Assistant Manager of the hotel, I worked closely with the Manager, Muna and the Maintenance Engineer, Abey, in projects to fight sea erosion.

After decades of inaction, the 2004 Boxing Day Tsunami was an eye opener and a deadly warning to Sri Lanka. This Tsunami resulted in 35,000 estimated deaths in Sri Lanka, and displaced over half a million people in Sri Lanka. Many hotels were damaged and a few never opened again. If people had listened to the experts such as Dr. Arthur C. Clark the total death and disruption would have been significantly lower.

Meeting a Sweet Sixteen

One evening, I was getting ready to go to a nearby hotel for dinner and a card game with some friends. Just before leaving, I received a call from Muna, who requested me to come to his apartment to meet a family who was visiting him for dinner. “I am on my way to Coral Sands Hotel, but I will drop in for a short time before I leave,” I told him. While walking towards his apartment, I heard two girls giggling. I checked with a room boy who was visiting Mr. Munasinghe. He told me that it was a family from Colombo related to Mr. Dudley (one of the local businessmen who was friendly with Muna and me).

Muna was in a good mood. “Hey Chandana, meet Captain Wicks, who is our friend Dudley’s brother-in-law”, Muna said. Captain D. A. Wickremasinghe was a Sandhurst-trained military officer who had become the General Manager of a large security company in Colombo after an early retirement from the army. He introduced his wife and one of the giggling girls as his cousin.

The other giggling girl had long silky black hair down to her knees. While she was turning her head, Captain Wicks said “This is our daughter”. She looked at me with her beautiful big eyes and smiled. I simply froze as she was the most beautiful teenager I had ever seen. She had just turned sixteen and her parents were naturally very protective of her, their only child. We did not talk, but just glanced at each other. After a few minutes, I excused myself and left for my card game resisting the temptation to stay longer.



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Tusker Kavantissa’s death exposes Sri Lanka’s wildlife conservation crisis

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Kavantissa

by Prof. Ranjith Bandara,
Emeritus Professor, University of Colombo

This article examines why community exclusion, excessive bureaucratic control, unequal distribution of conservation benefits, weak institutional accountability, and short-sighted political leadership continue to undermine wildlife conservation in Sri Lanka.

The death of Tusker Kavantissa is more than the loss of one of Sri Lanka’s most remarkable wild elephants. It exposes uncomfortable questions about how we protect our natural heritage, how conservation decisions are made, and why repeated warnings have failed to produce meaningful reforms. His death should compel us to examine not only what happened to one extraordinary animal, but also the deeper weaknesses in our wildlife conservation system.

Tusker Kavantissa, one of Sri Lanka’s most prominent wild tuskers, died on 16 October, 2026, after receiving veterinary treatment for an injury, reportedly caused by gunfire. Although the wound had shown some improvement, his health subsequently deteriorated. The precise cause of death requires confirmation through a proper post-mortem examination. Nevertheless, the circumstances raise serious questions about preventive protection, wildlife management, and institutional preparedness.

The wider picture is equally disturbing. According to recently reported figures, Sri Lanka has lost an average of approximately 402 elephants and 138 people annually, since 2019, due to human–elephant conflict. These figures reflect a continuing national tragedy affecting both wildlife and rural communities.

What Sri Lanka faces today is not merely a wildlife conservation problem. It is also a crisis of environmental governance, shaped by institutional weaknesses, political decisions, and the failure to recognise the economic and social realities of conservation.

Conservation without communities

One of the fundamental weaknesses of our conservation approach is that local communities are often treated as subjects of regulation rather than partners in conservation. They are expected to bear the risks, respect restrictions, and cooperate with government programmes, yet their influence over decisions affecting their lives remains limited.

For rural families living alongside wild elephants, conservation is not an abstract environmental objective. It directly affects their safety, agricultural income, property, and everyday lives.

Farmers frequently possess valuable knowledge about elephant movements, vulnerable locations, seasonal changes, and practical protection measures. Yet conservation interventions are sometimes designed without adequately considering this experience.

When decisions are imposed from above, communities may feel excluded from programmes they are expected to support. This weakens trust, reduces cooperation, and ultimately undermines conservation outcomes.

We must recognise that protecting elephants and protecting farmers are not conflicting objectives. Both are essential. A conservation policy that safeguards wildlife while neglecting human security cannot be considered successful.

The real challenge is to replace conservation imposed on communities with conservation undertaken alongside them. Meaningful participation requires more than consultation meetings. Communities must have a genuine role in planning, implementing, monitoring, and evaluating conservation activities.

Bureaucratic authority versus public accountability

Wildlife conservation requires strong institutions, professional expertise, and effective regulations. However, excessive bureaucratic control can become an obstacle when administrative authority takes precedence over practical outcomes.

Decision-making in Sri Lanka’s conservation system remains heavily dependent on central institutions. Administrative procedures, overlapping responsibilities, and limited coordination can delay responses to urgent problems.

More importantly, excessive centralisation can discourage local innovation and prevent communities from contributing practical solutions.

When administrative authority becomes more important than results, conservation risks becoming an exercise in controlling people rather than protecting nature.

This criticism should not be confused with questioning the dedication of frontline wildlife officers and veterinarians. Many work under difficult conditions with limited resources. The efforts undertaken to save Tusker Kavantissa deserve recognition.

However, individual commitment cannot compensate indefinitely for institutional weaknesses.

We must ask whether our conservation institutions have the capacity to identify risks early, protect vulnerable animals, coordinate emergency responses, and evaluate the effectiveness of their interventions.

Public accountability should, therefore, extend beyond compliance with administrative procedures to measurable conservation outcomes.

Who bears costs, and who receives benefits?

Perhaps the most neglected dimension of wildlife conservation in Sri Lanka is the unequal distribution of its economic costs and benefits.

Wild elephants contribute substantially to tourism, biodiversity, cultural heritage, and the country’s international image. Their conservation generates benefits enjoyed by society as a whole.

Yet the financial and personal costs are concentrated among rural communities living within elephant habitats.

A study published in 2023, involving 300 farming households in southern Sri Lanka, revealed a striking imbalance. Although these households lived near two national parks, none received economic benefits from tourism. Meanwhile, 57 percent had experienced elephant-related crop damage.

The findings raise a fundamental economic question: if the entire country benefits from elephant conservation, why should a relatively small and vulnerable section of society bear a disproportionate share of its costs?

Conservation cannot remain economically sustainable when its benefits are widely enjoyed but its costs are concentrated among those least able to bear them.

A separate study, published in 2024, involving 439 affected farming households, examined the possibility of financing compensation through tourism revenue. It demonstrated the potential for tourism-based financial mechanisms to support human–elephant coexistence.

The policy implications are significant

A proportion of wildlife tourism revenue could be directed towards affected communities through transparent benefit-sharing arrangements. Such measures could support compensation, village protection, local employment, community enterprises, and agricultural improvements.

However, financial compensation alone is insufficient. The 2023 study also indicated that fear of elephants and concerns about crop damage strongly influenced community attitudes. People must feel safe in their homes and farms, not merely receive payment after suffering losses.

Equitable benefit-sharing is, therefore, more than an act of generosity. It is an economic and social requirement for sustainable conservation.

Political decisions and absence of long-term vision

The weaknesses in wildlife conservation cannot be attributed solely to public officials. Political leadership must accept its share of responsibility.

Poor land-use planning, habitat fragmentation, obstruction of elephant movement corridors, and development decisions that inadequately consider environmental consequences have contributed to human–elephant conflict.

Political decisions made for immediate gains can create environmental and economic costs lasting for decades.

Another weakness is the preference for visible, short-term interventions.

Constructing electric fences, relocating elephants, and launching emergency operations can attract considerable publicity. However, such interventions should be evaluated according to their effectiveness, not their visibility.

Political leadership should be judged not by the number of conservation programmes announced, but by the lives protected, conflicts prevented, and long-term improvements achieved.

There is also a serious problem of policy continuity. Conservation cannot be governed according to electoral cycles or changing political priorities.

Elephant habitats, migration patterns, and ecological processes do not change with governments. Successful conservation, therefore, requires consistent national commitments extending beyond individual political administrations.

Without such continuity, public investment may be wasted while the underlying problems remain unresolved.

Problem is not always a lack of policy

Sri Lanka’s conservation crisis cannot be explained simply by a shortage of scientific knowledge or policy recommendations.

In many instances, the greater challenge lies in translating available knowledge into coordinated, adequately funded, and politically supported action.

The National Action Plan for the Mitigation of Human–Elephant Conflict, prepared in 2020, proposed a science-based approach that emphasised community participation, protection of villages and agricultural land, and more effective conflict-management strategies.

Yet an important question remains: how much of this plan has been implemented successfully?

Have implementation difficulties arisen from inadequate resources, weak institutional coordination, administrative resistance, or insufficient political commitment?

An independent assessment of the plan’s implementation would help identify these obstacles and establish clear responsibilities.

We must also recognise that a substantial proportion of Sri Lanka’s wild elephants live outside protected areas. Attempting to confine all elephants within national parks and forest reserves is, therefore, neither realistic nor sustainable.

Effective conservation requires land-use policies informed by elephant ecology, settlement patterns, agricultural needs, and the practical realities of human–wildlife coexistence.

A sound policy that remains largely unimplemented offers little protection to either elephants or people.

Towards more responsible conservation system

Sri Lanka needs a fundamental change in how wildlife conservation is governed.

Four priorities deserve immediate attention.

First, local communities must become genuine partners in conservation management, with meaningful responsibilities and decision-making opportunities.

Second, conservation benefits must be distributed more fairly. Wildlife tourism should contribute directly to protecting the livelihoods and safety of communities that bear conservation costs.

Third, existing national conservation plans should be independently reviewed to identify implementation gaps and establish a realistic timetable for corrective action.

Fourth, conservation institutions must become more accountable for measurable outcomes, including reductions in human deaths, elephant mortality, crop losses, and property damage.

These reforms require cooperation among wildlife, forestry, agriculture, land, irrigation, and local government institutions.

They also demand political leadership willing to prioritise long-term results over short-term publicity.

For exceptional animals, such as Tusker Kavantissa, improved risk monitoring, preventive protection, and timely veterinary responses are particularly important. However, conservation should not be limited to protecting a few well-known animals.

Every wild elephant has ecological value, just as every person living alongside elephants has an equal right to safety.

The objective must be a system that protects both.

Lesson tusker Kavantissa leaves behind

The death of Tusker Kavantissa should not become another moment of national sorrow that gradually fades from public memory. It should mark a turning point in how Sri Lanka approaches wildlife conservation.

A proper investigation into his death is essential. Equally important is an honest examination of the conservation system within which such tragedies continue to occur.

The real challenge is not choosing between people and elephants. It is creating a system in which both can coexist safely, and where the responsibilities, costs, and benefits of conservation are shared fairly.

This requires more than scientific expertise and stronger regulations. It demands accountable institutions, meaningful community participation, economic fairness, and political leadership guided by a clear long-term vision.

Our greatest failure would not be the loss of Tusker Kavantissa alone. It would be allowing the same weaknesses in our conservation system to claim more lives while we continue to avoid the reforms that could prevent them.

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Equality before the Law as foundation of Sri Lanka’s recovery

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Gnanasara Thera brought to court, dressed in lay attire

by Jehan Perera

The government appears set to overcome the first major challenge to one of its foundational principles. It has faced down demands from sections of the Buddhist clergy and opposition parties to release Ven. Galagodaatte Gnanasara from his prison sentence for contempt of court.

Ven Gnanasara is best known as the general secretary of the Bodu Bala Sena, a nationalist Sinhala grouping. The government seemed unfazed by a protest march organised by Buddhist monks and the opposition parties and its supporters organised an even bigger march to support the government’s position. It is notable that the general population did not get involved in either march in any substantial number. The issue has now become a test of whether the government will uphold its commitment to apply the law equally, irrespective of a person’s position or status, even when doing so brings it into conflict with a powerful constituency.

The case has a specific legal history. Ven. Gnanasara was sentenced to six years’ imprisonment by the Court of Appeal in 2018 for contempt of court in a case involving former military personnel where he disrupted the proceedings. The Supreme Court rejected his appeal in 2018. Former President Maithripala Sirisena subsequently granted him a presidential pardon in 2019. Last month, the Supreme Court invalidated that pardon. The initial demand by Buddhist monks and their lay supporters was that Ven. Gnanasara should be permitted to wear his Buddhist robes when appearing in public before the courts. The government has indicated its willingness to examine the procedures governing the treatment of Buddhist monks in prison, in consultation with the relevant religious authorities. However, the initial demand has now been escalated into a demand for a presidential pardon.

One of the central promises of the National People’s Power (NPP) during its election campaign two years ago was to apply the law equally to all. This commitment has shaped the government’s approach to allegations of corruption and criminality involving individuals who previously wielded political power. The NPP government was swept into power on a wave of antipathy towards those in previous governments who were perceived to have abused their positions for private gain. The economic collapse Sri Lanka experienced in 2022, and the hardships endured across society, remain vivid in the public memory. The past two years have seen the government pursuing those accused of corruption and other offences. Several high-ranking members of previous governments have faced arrest and legal proceedings and been sentenced to jail.

Religious Concerns

The ability of opposition parties to mobilise widespread resistance against proceedings involving their leaders has been limited, as much of the general population continues to favour accountability for past financial crimes. However, the case of Ven. Gnanasara is different. It does not concern allegations of financial corruption, but the relationship between religious authority, the courts and the law of the land. This is where the distinction between respecting religious traditions and upholding the law becomes crucial. There is a sense among sections of the general population that Buddhist monks should not be treated on a par with others and that requiring Ven. Gnanasara to appear in court without his robes was unjust and contrary to the national ethos. Such sentiments reflect the special place Buddhism occupies in Sri Lanka’s history and society. Sinhala Buddhist nationalism has been a potent political force throughout the country’s history, drawing on a heritage that extends back more than two millennia. The question is whether respect for Buddhism needs to also entail the exemption of individual monks from the ordinary requirements of the law and thereby treat them differently.

The challenge would be to accommodate legitimate religious concerns through rational and lawful procedures without allowing religious status to become a source of legal privilege. The government has been amenable to addressing the issue of monastic robes, but has so far resisted the demand to release Ven. Gnanasara through a new pardon. President Anura Kumara Dissanayake and government members have made it clear that the government would not bend the law to accommodate any individual. They have taken the position that any shortcomings in existing rules should be addressed by changing the rules through proper procedures, rather than by making an exception for a particular individual. If the government holds its position, it will demonstrate that its commitment to the rule of law extends even to constituencies that have historically enjoyed considerable political influence.

This is important not only for the country’s democratic institutions but also for its economic future. Sri Lanka is seeking to recover from its economic collapse and establish the foundations for sustained growth. The International Monetary Fund’s analysis of Sri Lanka’s governance weaknesses has repeatedly emphasised the economic costs of corruption and institutional deficiencies. Its 2024 analysis of governance and growth concluded that comprehensive and coherent reforms could bring significant macroeconomic benefits. The IMF’s 2025 assessment also highlighted the importance of sustained governance reforms in unlocking the country’s growth potential. Investors, both domestic and foreign, need confidence that public institutions function according to predictable rules, that contracts and property rights are protected, and that political connections or social status will not determine how the law is applied.

Sensitive Issue

Sri Lanka has long sought the leap towards prosperity that has proved elusive under successive governments. Economic reform alone will not achieve it. The connection between the rule of law and economic prosperity is direct. Businesses are more likely to invest when they can expect disputes to be resolved fairly, public resources to be managed transparently and regulatory decisions to be made on rational grounds. No country can achieve a durable economic take-off if its institutions are perceived to operate according to political favour, inherited privilege or communal pressure. Sri Lanka cannot afford to return to a political culture in which powerful interests are shielded from accountability while ordinary citizens bear the costs.

Changing a political culture that has evolved over the decades if not centuries is a difficult undertaking, particularly in a country where political leaders have long relied on religious and communal identities to consolidate their support. It requires not only firmness but also sensitivity, dialogue and a willingness to reform laws and institutions where genuine deficiencies exist. The present controversy offers an opportunity to demonstrate that these objectives need not be in conflict. The government can respect the Buddhist clergy’s concerns about the treatment of monks in prison while refusing to grant an individual an exemption from a judicial sentence. It can recognise the importance of Buddhism to the country while maintaining that no religious or political authority stands above the law.

The question is whether national traditions and ethos are interpreted in ways that strengthen justice, responsibility and social harmony, or invoked to defend privileges that undermine them. The country needs a transformation in public expectations from privilege to accountability, from communal claims to equal citizenship, and from personal discretion to institutions governed by law.

The government’s handling of the case involving Ven. Gnanasara is therefore about more than one monk or one sentence. This particular case will determine whether the government can build a system in which no government, religious authority or politically influential individuals can place themselves beyond the law. A just society must be able to honour both its traditions and its commitment to equality before the law.

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Lure of old hometown too hard to resist

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Highly adaptive one-man band / At Broadway Dehiwela on 24th October

Lanka was his homeland, and now it’s Australia, based in Sydney. But for legendary performer Roger Menezes, the lure of his old hometown is just too hard to resist — and he keeps coming this way, ever so often!

Roger is in town at the moment — his fourth trip for this year alone! In fact, for the last few years, he has been checking out Sri Lanka on a very frequent basis.

This time, he says, he will be here for just two weeks, as he has heavy commitments, Down Under, as a performer.

On the 24th of this month, he will be seen in action at Broadway Dehiwela, celebrating their second anniversary. It’s a homecoming of sorts, as he was the very first artiste to perform live at this venue, on their opening night!

He goes back to Sydney in November for an early Christmas party, and will be back, in Colombo, in December, for more performances, with a pre-New Year’s Eve party at the Broadway, on 30th December.

Roger says he also takes the opportunity, whenever he visits Sri Lanka, to soak in the beauty of our country, especially the serene scenes away from the hustle and bustle of Colombo!

Roger Menezes: Fourth trip for this year

Roger Menezes is truly a remarkable talent, and it is always a sheer pleasure to look into the careers of musicians who have left such a lasting, indelible mark on Sri Lanka’s rich musical heritage.

Known for his signature “hits and memories” performance style — a nostalgic, heart-warming blend of jazz, pop, and classic rock — he remains a foundational figure of Sri Lanka’s golden era of music.

He was deeply integrated into Colombo’s swinging 1960s and 70s music scene.

He played drums for iconic groups like The Savages, Thunderbirds, and Fireflies, played guitar for Sam the Man, and joined the legendary band The Jetliners as their keyboardist, saxophonist, and guitarist (additionally recording bass guitar tracks). He also fronted his own much-loved ensemble, Roger and the Webs.

He migrated to Sydney, Australia, in the early ’70s and the legend only grew.

In Australia, he founded the highly successful corporate and event bands Eastern Spice and Stay Tuned (alongside his wife Cheryl and family). Under his leadership, Stay Tuned was heavily involved in providing entertainment for corporate functions, organised by the Sydney 2000 Olympic Committee. The group also headlined the New Year’s Eve festivities at Sydney’s iconic Centrepoint Tower for five consecutive years!

Today, he is widely celebrated as a highly adaptive one-man band, simultaneously navigating vocals, keyboards, guitar, saxophone, and drums — a one-man orchestra who truly does it all!

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