Features
COOKING WITH ANTON MOSIMANN
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
Working for Free

During my work at the Dorchester in Banqueting and Food & Beverage controls departments for over a year, I had never spoken with the celebrity chef of this iconic hotel in England – Anton Mosimann. He left his native Switzerland, when he had been appointed Maître Chef de Cuisines at the Dorchester Hotel in 1975 at the age of 29. Under Anton Mosimann’s leadership, the Dorchester kitchens reached unprecedented levels of gastronomic heights and reputation. Also, the Dorchester’s restaurant achieved a two-star rating in the prestigious Michelin Guide (the first hotel restaurant outside France to do so).
Anton Mosimann was simply a legend and his culinary art had been influenced by his experiences growing up on the family farm and in the restaurants operated by his parents in Switzerland. His diverse gastronomic experiences gained while working in Italy, Canada and Japan, prior to moving to England, also influenced his style. He was fond of Japanese styles of food garnishing. He had commenced publishing books sharing his unique culinary concepts. Mosiman was an inspiration to a generation of young chefs from around the world.
I had read a lot about him and was an admirer of this great chef. Towards the end of my work period at the Dorchester as a Banquet Waiter, I decided to talk with Mosimann for the first time. I gathered up my courage and went to his office to introduce myself. He said, “I have seen you in the banquets for some time. I also know that you came in first in the banquet service training program and were chosen to serve the Queen.”
I told Mosimann, “Before I leave the Dorchester in a few months’ time, I would love to work in your kitchens.” On his advice I met the Personnel Manager of the hotel, who informed me that there was a long line of culinary arts students waiting to get an opportunity to work under Mosimann. She then said, “If you include your name on the list now, you may get an opportunity to work under the chef in about two years’ time!

My career plan then was to work as a Food & Beverage Director of a large hotel and then progress to become the General Manager of a five-star, internationally branded hotel. Having worked as the Executive Chef of two hotels when I was in my early twenties, I was not going to work as an Executive Chef again. However, my gut feeling was that working two months with Mosimann would be a very useful experience for me.
That night, based on what I had read about him and what I had observed during my one year at the Dorchester, I wrote an article about Mosimann titled ‘Cuisine à la Mosimann’. That was the first article I ever wrote. The article was published a few years later in the trade magazine of the Chef’s Guild of Sri Lanka.
I went to see Mosimann again. When I showed my article to him, he said, “You are a good writer. You should become a biographer.” When I repeated my request to work in his kitchens, he was rather annoyed. “Sorry, I can’t help you now. You have to join the line and wait for your turn”, he attempted to conclude our discussion. “Mr. Mosimann, I really cannot wait for two years, as my student visa in the United Kingdom will expire in a few months. Please give me an opportunity to learn under you. I will work for free” I told him. “Free! Why?” when he asked, and offered me a chair in his office, I realized that it was the right time for me to close the sale. Timing is important to convince important people to say “Yes!”
The next day, I commenced working under Anton Mosimann as his Special Apprentice, but without any pay. A few of my close friends felt that I was out of my mind to work for free. My wife wondered how we would be able to pay our rent in London, when I was working for free. I told her, “I am sure that the time I will spend in working free for the most popular chef in England, would be an investment for our future.”
Special Apprenticeship
Quickly I managed to convince Mosimann that our work relationship would be mutually beneficial. He became fond of my hard work and dedication. He was always certain of the outcome of his decisions. Mosimann created a special program for me. I spent a week in each of the six specialized kitchens of the Dorchester. I also learnt many useful things other than cooking from Mosimann during that short period of time. Every morning, I spent two hours with Mosimann. First, I walked in the six kitchens with him, when he shook hands and greeted all 100 persons in his brigade. After that I attended a daily breakfast meeting with his team of Sous Chefs, when he announced special menus and gave directions to his deputies.
I then went to my specialized kitchen of the week. On some days, he gave me interesting, special assignments. Mosimann was a great motivator, delegator, food artist, writer, showman and public relations expert. He was shrewd but was also kind, gentle and friendly. He was unlike most of the other Continental European Executive Chefs leading five-star hotel kitchens and top restaurants in England at that time.Mosimann read people well.

One morning during our rounds, he noticed that a commis cook looked upset and asked, “What’s wrong, John?”. On hearing that John’s wife had cheated on him with his best friend, Mosimann offered to give two weeks full-paid leave to John. When John said that he had used all of his leave and he didn’t have any more paid leave, Mosimann called the Personnel Manager immediately, and approved two weeks special paid leave for John.
John nearly worshipped Mosimann and left quickly. I was most impressed with the Chef’s kindness. I asked Mosimann the reasons for his kind gesture. “John was very emotional and sad. I did not want him in my Kitchens until he solved his personal issues. I am very keen that all of the members of my brigade are in happy moods when they work here. Otherwise, they may make a mistake, which will affect our standards of quality, as well as my reputation!” Mosimann explained.
One morning, Mosimann asked me to coordinate photographs for his new book and help with the arrangements for a media briefing. That day I learnt that food photography was a different ball game! Nice looking, glossy dishes that were photographed well were not edible! When the media briefing commenced with around 20 top British journalists, one English lady asked a trick question, “Chef Mosimann, what is your frank opinion about English food?” Unlike now, in the early 1980s, English food did not have a good international reputation compared to the Continental European food. “English food is the best in the world!” Mosimann stood and announced in his Swiss German accent in the midst of cheers and flashing camara lights.
When Mosimann was asked to justify his statement about English food, he said that, “English food is natural. You do not drown the natural flavours with too much seasoning, wine and long cooking times, like what we often do on the continent. My next book is titled ‘Cuisine Naturelle’. Its main characteristic is that it does not include such ingredients as butter, cream and alcohol. The focus is concentrated even more on the flavour of the individual, fresh ingredients. The dishes are only lightly cooked. In nouvelle cuisine and also cuisine naturelle, the main emphasis is put on the presentation of the dishes.” His second book, Cuisine Naturelle, published in 1985, was an international best-seller.
“Chandi, tomorrow, don’t come to the kitchen in the morning. Meet me at the Billingsgate Fish Market at 5:00 am”, Mosimann directed me. Just after I arrived at this famous fish market, Mosimann, as well as a few journalists and photographers appeared, dressed appropriately for a cool autumn morning. The whole visit was cleverly choreographed.

Chef Mosimann personally buying fresh fish for his ‘Menu Surprise’ concept received much publicity in the British media. Many diners paid high prices to book tables without any idea of the items on that menu. Mosimann decided on the menu based on the fresh ingredients available in the markets on the same day. Every dish was a surprise to the diners, until white-glowed waiters gently lifted the silver dish covers. This concept was not an ideal adventure to a vegetarian!
Having heard that Mosimann had never tasted a Sri Lankan meal, I offered to cook an 11-item Sri Lankan buffet menu for Mosimann and his team of senior chefs, on my last day at the Dorchester kitchens. The General Manager and the Food & Beverage Manager also attended the special lunch in the kitchen. They loved the Sri Lankan meal that I had prepared. They all autographed a copy of Mosimann’s first book which he presented to me. Mosimann also gave me a great reference letter.
Breaking the Glass Ceiling
I gained valuable experience in three departments within the Dorchester between 1983 and 1985. When I went to invite a fellow Ceylon Hotel School (CHS) graduate, Wilfred Weragoda (who was the Food & Beverage Controller of the Dorchester) to the Sri Lankan buffet that I had prepared, Wilfred was pleasantly surprised.
“Chandana, until you came to the Dorchester no one has ever cooked a Sri Lankan meal before today, in that great kitchen. You are also the first Sri Lankan to work in that kitchen. You have broken the glass ceiling!” Wilfred said with a proud smile. Wilfred, six years my senior at CHS, was the first ever Sri Lankan to hold a management position at the Dorchester. “Wilfred, actually you were the one who broke the glass ceiling and you were the person who arranged for me to get into the Dorchester” I thanked Wilfred for his genuine support.
In 1984, apart from doing good work in their motherland, none of the Sri Lankan Chefs were internationally known for culinary arts. Thirty-eight years later, the situation has changed dramatically for chefs of Sri Lankan origin. Today, many Sri Lankans have made names as great culinary masters, celebrity chefs and award-winning executive chefs, pastry chefs and culinary artists. Today, around the world they excel in Australia, Canada, Japan, the Middle East, the United Kingdom, etc.
In 1995, a young Sri Lankan chef left Hotel Taj Samudra in Colombo, to move to England. He managed to join the Dorchester at the lowest level, as a commis in the kitchen. Fifteen years later he re-joined the Dorchester. Sri Lankan, Mario Perera fulfilled his childhood dream by taking on the highly coveted role of the Dorchester’s Executive Chef in 2020.
Return on the Investment
Most of what I learnt from Mosimann in 1984 was useful in my career, particularly when I worked as a Food & Beverage Director in five-star hotels. The real return on the investment of that unpaid apprenticeship happened 10 years later, in London.
In 1994, I was facing the final interview to join Trust House Forte Hotels (THF) as an internationally mobile General Manager. The Vice President who did the final interview said at the end of the interview, “Mr. Jayawardena, you are well qualified, well experienced and very much focused on employee and customer satisfaction. However, I am looking for a person who is more focused on bottom-line profits.”
From that comment, I realized that I would not get hired. THF had spent some money flying me from Colombo to London especially for my interviews, and providing me with complimentary full-board accommodation at the Cumberland Hotel for three days. I was happy to visit my favourite city in the world, although I
felt that was not getting my dream job. I said, “Mr. Giannuzzi, I fully agree with your analysis. Yes, I am more focused on employee and customer satisfaction, but I have also done well in optimizing profits in the previous five hotels that I have managed. I have some testimonials from my previous employers indicating that. Would you like to see those?”

He went through my folder of testimonials quickly without much interest. Mr. Giannuzzi stopped flipping pages when he saw the reference letter given to me by Mosimann. He read it twice and asked me, “How did you get a chance to work as a Special Apprentice under such a great professional?” I told him my story. Mr. Giannuzzi was impressed with my determination, and nodded his head with a smile. I was immediately hired as the General Manager of two THF hotels in South America. Sometimes, one has to follow the gut feeling, irrespective of advice given by well-wishers.
That experience in 1984 at the best British hotel with Chef Anton Mosimann became very useful to me once again in 2012, when I did an additional job for my then Employer – George Brown College. As the Academic Chair of the largest Chef School in Canada, I led a team of 24 Chef Professors and 1,600 Culinary Arts students. My team was impressed that I was trained by one of the greatest Chefs of our time. Thank you, Chef Anton Mosimann!
Features
Rebuilding Sri Lanka: 78 Years of Independence and 78 Modules of Reform
“The main theme of this year’s Independence Day is “Rebuilding Sri Lanka,” so spoke President Anura Kumara Dissanayaka as he ceremonially commemorated the island’s 78th independence anniversary. That was also President AKD’s second independence anniversary as President. Rebuilding implies that there was already something built. It is not that the NPP government is starting a new building on a vacant land, or whatever that was built earlier should all be destroyed and discarded.
Indeed, making a swift departure from NPP’s usual habit of denouncing Sri Lanka’s entire post independence history as useless, President AKD conceded that “over the 78 years since independence, we have experienced victories and defeats, successes and failures. We will not hesitate to discard what is harmful, nor will we fear embracing what is good. Therefore, I believe that the responsibility of rebuilding Sri Lanka upon the valuable foundations of the past lies with all of us.”
Within the main theme of rebuilding, the President touched on a number of sub-themes. First among them is the he development of the economy predicated on the country’s natural resources and its human resources. Crucial to economic development is the leveraging of our human resource to be internationally competitive, and to be one that prioritises “knowledge over ignorance, progress over outdated prejudices and unity over division.” Educational reform becomes key in this context and the President reiterated his and his government’s intention to “initiate the most transformative era in our education sector.”
He touched on his pet theme of fighting racism and extremism, and insisted that the government “will not allow division, racism, or extremism and that national unity will be established as the foremost strength in rebuilding Sri Lanka.” He laid emphasis on enabling equality before the law and ensuring the supremacy of the law, which are both necessary and remarkable given the skepticism that is still out there among pundits
Special mention was given to the Central Highlands that have become the site of repeated devastations caused by heavy rainfall, worse than poor drainage and inappropriate construction. Rebuilding in the wake of cyclone Ditwah takes a special meaning for physical development. Nowhere is this more critical than the hill slopes of the Central Highlands. The President touched on all the right buttons and called for environmentally sustainable construction to become “a central responsibility in the ‘Rebuilding Sri Lanka’ initiative.”. Recognizing “strong international cooperation is essential” for the rebuilding initiative, the President stated that his government’s goal is to “establish international relations that strengthen the security of our homeland, enhance the lives of our people and bring recognition to our country on a new level.”
The President also permitted himself some economic plaudits, listing his government’s achievements in 2025, its first year in office. To wit, “the lowest budget deficit since 1977, record-high government revenue after 2006, the largest current account balances in Sri Lanka’s history, the highest tax revenue collected by the Department of Inland Revenue and the sustained maintenance of bank interest rates at a long-term target, demonstrating remarkable economic stability.” He was also careful enough to note that “an economy’s success is not measured by data alone.”
Remember the old Brazilian quip that “the economy is doing well but not the people.” President AKD spoke to the importance of converting “the gains at the top levels of the economy … into improved living standards for every citizen,” and projected “the vision for a renewed Sri Lanka … where the benefits of economic growth flow to all people, creating a nation in which prosperity is shared equitably and inclusively.”
Rhetoric, Reform and Reality
For political rhetoric with more than a touch of authenticity, President AKD has no rival among the current political contenders and prospects. There were pundits and even academics who considered Mahinda Rajapaksa to be the first authentic leadership manifestation of Sinhala nationalism after independence, and that he was the first to repair the rupture between the Sri Lankan state and Sinhala nationalism that was apparently caused by JR Jayewardene and his agreement with India to end the constitutional crisis in Sri Lanka.
To be cynical, the NPP or AKD were not the first to claim that everything before them had been failures and betrayals. And it is not at all cynical to say that the 20-year Rajapaksa era was one in which the politics of Sinhala nationalism objectively served the interests of family bandyism, facilitated corruption, and enabled environmentally and economically unsustainable infrastructure development. The more positive question, however, is to ask the same pundits and academics – how they would view the political authenticity of the current President and the NPP government. Especially in terms of rejecting chauvinism and bigotry and rejuvenating national inclusiveness, eschewing corruption and enabling good governance, and ensuring environmental stewardship and not environmental slaughter.
The challenge to the NPP government is not about that it is different from and better than the Rajapaksa regime, or than any other government this century for that matter. The global, regional and local contexts are vastly different to make any meaningful comparison to the governments of the 20th century. Even the linkages to the JVP of the 1970s and 1980s are becoming tenuous if not increasingly irrelevant in the current context and circumstances. So, the NPP’s real challenge is not about demonstrating that it is something better than anything in the past, but to provide its own road map for governing, indicating milestones that are to be achieved and demonstrating the real steps of progress that the government is making towards each milestone.
There are plenty of critics and commentators who will not miss a beat in picking on the government. Yet there is no oppositional resonance to all the criticisms that are levelled against the government. The reason is not only the political inability of the opposition parties to take a position of advantage against the government on any issue where the government is seen to be vulnerable. The real reason could be that the criticisms against the government are not resonating with the people at large. The general attitude among the people is one of relief that this government is not as corrupt as any government could be and that it is not focused on helping family and friends as past governments have been doing.
While this is a good situation for any government to be in, there is also the risk of the NPP becoming too complacent for its good. The good old Mao’s Red Book quote that “complacency is the enemy of study,” could be extended to be read as the enemy of electoral success as well. In addition, political favouritism can be easily transitioned from the sphere of family and friends to the sphere of party cadres and members. The public will not notice the difference but will only lose its tolerance when stuff hits the fan and the smell becomes odious. It matters little whether the stuff and the smell emanate from family and friends, on the one hand, or party members on the other.
It is also important to keep the party bureaucracy and the government bureaucracy separate. Sri Lanka’s government bureaucracy is as old as modern Sri Lanka. No party bureaucracy can ever supplant it the way it is done in polities where one-party rule is the norm. A prudent approach in Sri Lanka would be for the party bureaucracy to keep its members in check and not let them throw their weight around in government offices. The government bureaucracy in Sri Lanka has many and severe problems but it is not totally dysfunctional as it often made out to be. Making government efficient is important but that should be achieved through internal processes and not by political party hacks.
Besides counterposing rhetoric and reality, the NPP government is also awash in a spate of reforms of its own making. The President spoke of economic reform, educational reform and sustainable development reform. There is also the elephant-in-the-room sized electricity reform. Independence day editorials have alluded to other reforms involving the constitution and the electoral processes. Even broad sociopolitical reforms are seen as needed to engender fundamental attitudinal changes among the people regarding involving both the lofty civic duties and responsibilities, as well as the day to day road habits and showing respect to women and children using public transport.
Education is fundamental to all of this, but I am not suggesting another new module or website linkages for that. Of course, the government has not created 78 reform modules as I say tongue-in-cheek in the title, but there are close to half of them, by my count, in the education reform proposals. The government has its work cut out in furthering its education reform proposals amidst all the criticisms ranged against them. In a different way, it has also to deal with trade union inertia that is stymieing reform efforts in the electricity sector. The government needs to demonstrate that it can not only answer its critics, but also keep its reform proposals positively moving ahead. After 78 years, it should not be too difficult to harness and harmonize – political rhetoric, reform proposals, and the realities of the people.
by Rajan Philips
Features
Our diplomatic missions success in bringing Ditwah relief while crocodiles gather in Colombo hotels
The Sunday newspapers are instructive: a lead story carries the excellent work of our Ambassador in Geneva raising humanitarian assistance for Sri Lanka in the aftermath of Ditwah. The release states that our Sri Lankan community has taken the lead in dispatching disaster relief items along with financial assistance to the Rebuilding Sri Lanka fund from individual donors as well as members of various community organizations.
The International Federation of Red Cross and Red Crescent Societies In Geneva had initially launched an appeal for Swiss francs CHF 5 million and the revised appeal has been tripled to CHF 14 million to provide life saving assistance and long term resilience building for nearly 600,000 of the most vulnerable individuals; the UN office for Coordination of Humanitarian Affairs has contributed US$4.5 million; the WHO has channeled US$175,000; In addition, our mission is working closely with other UN and International organizations in Geneva for technical support to improve disaster preparedness capacity in the long term in Sri Lanka such as through enhanced forecasting to mitigate risks and strengthen disaster preparedness capacities.
In stark contrast it is ironic to see in the same newspaper, a press release from a leading think tank in Colombo giving prominence to their hosting a seminar in a five star hotel to promote the extraction of Sri Lanka’s critical minerals to foreign companies under the guise of “international partners”. Those countries participating in this so called International Study Group are Australia, India, Japan and the US, all members of a regional defence pact that sees China as its main adversary. Is it wise for Sri Lanka to be drawn into such controversial regional arrangements?
This initiative is calling for exploitation of Sri Lanka’s graphite, mineral sands, apatite, quartiz, mica and rare earth elements and urging the Government to introduce investor friendly approval mechanisms to address licencing delays and establish speedy timelines. Why no mention here of the mandatory Environment Impact Assessment (EIA) or traditional public consultations even though such extraction will probably take place in areas like Mannar with its mainly vulnerable coastal areas? Is it not likely that such mining projects will renew commotion among poor mainly minority communities already badly affected by Ditwah?
It would be indeed pertinent to find out whether the think tank leading this initiative is doing so with its own funds or whether this initiative is being driven by foreign government funds spent on behalf of their multinational companies? Underlying this initiative is the misguided thinking defying all international scientific assessments and quoting President Trump that there is no global climate crisis and hence environmental safeguards need not be applied. Sri Lanka which has experienced both the tsunami and cyclone Ditwah is in the eye of the storm and has been long classified as one of the most vulnerable of islands likely to be effected in terms of natural disasters created by climate change.
Sri Lanka’s mining industry has so far been in local hands and therefore it has been done under some due process protecting both local workers involved in handling hazardous materials and with some revenue coming to the government. What is now being proposed for Sri Lanka is something in the same spirit as President Donald Trump visualized for redeveloping Gaza as a Riviera without taking into consultation the wishes of the people in that land and devoid of any consideration for local customs and traditions. Pity our beautiful land in the hands of these foreigners who only want to exploit our treasure for their own profit and leave behind a desolate landscape with desperate people.
by Dr Sarala Fernando
Features
The Architect of Minds – An Exclusive Interview with Professor Elsie Kothelawala on the Legacy of Professor J. E. Jayasuriya
This year marks a significant milestone as we commemorate the 35th death anniversary of a titan in the field of education, Professor J. E. Jayasuriya. While his name is etched onto the covers of countless textbooks and cited in every major policy document in Sri Lanka, the man behind the name remains a mystery to many. To honour his legacy, we are joined today for a special commemorative interview. This is a slightly expanded version of the interview with Professor Elsie Kothelawala. As a former student who rose to become a close professional colleague, she offers a rare, personal glimpse into his life during his most influential years at the University of Peradeniya.
Dr. S. N. Jayasinghe – Professor Kothelawala, to begin our tribute, could you tell us about the early years of Professor J. E. Jayasuriya? Where did his journey start?
Prof. Elsie Kothelawala – He was born on February 14, 1918, in Ahangama. His primary education actually began at Nawalapitiya Anuruddha Vidyalaya. He then moved to Dharmasoka College in Ambalangoda and eventually transitioned to Wesley College in Colombo. He was a brilliant student, in 1933, he came third in the British Empire at the Cambridge Senior Examination. This earned him a scholarship to University College, Colombo, where he graduated in 1939 with a First-Class degree in Mathematics.
Q: – His professional rise was meteoric. Could you trace his work life from school leadership into high academia?
A: – It was a blend of school leadership and pioneering academia. At just 22, he was the first principal of Dharmapala Vidyalaya, Pannipitiya. He later served as Deputy Principal of Sri Sumangala College, Panadura.
A turning point came when Dr. C.W.W. Kannangara invited him to lead the new central school in the Minister’s own electorate, Matugama Central College. Later, he served as Principal of Wadduwa Central College. In 1947, he traveled to London for advanced studies at the Institute of Education, University of London. There, he earned a Post Graduate Diploma in Education and a Master of Arts in Education. Upon returning, he became a lecturer in mathematics at the Government Teachers’ Training College in Maharagama. He joined the University of Ceylon’s Faculty of Education as a lecturer in 1952 and later, in 1957, he advanced to the role of Professor of Education. Professor J. E. Jayasuriya was the first Sri Lankan to hold the position of Professor of Education and lead the Department of Education at the University of Ceylon.
The commencement of this department was a result of a proposal from the Special Committee of Education in 1943, commonly known as the Kannangara Committee.
Q: – We know he left the university in 1971. Can you tell us about his work for the United Nations and UNESCO?
A: – That was a massive chapter in his life. After retiring from Peradeniya, he went global. He moved to Bangkok to serve as the Regional Advisor on Population Education for UNESCO. He spent five years traveling across Asia, to countries like Pakistan, the Philippines, Indonesia, and Malaysia, helping them build their educational frameworks from the ground up.
Even after that, his relationship with the United Nations continued. He returned to Sri Lanka and served as a United Nations Advisor to the Ministry of Education for two years. He was essentially a global consultant, bringing the lessons he learned in Sri Lanka to the rest of the world.
Q: – How did you personally come to know him, and what was the nature of your professional relationship?
A: – I first encountered him at Peradeniya during my Diploma in Education and later my MA. He personally taught me Psychology, and I completed my postgraduate studies under his direct supervision. He was notoriously strict, but it was a strictness born out of respect for the subject. The tutorials were the highlight. Every day, he would select one student’s answer and read it to the class. It kept us on our toes! He relied heavily on references, and his guidance was always “on point.” After my MA, he encouraged me to apply for a vacancy in the department. Even as a lecturer, he supervised me, I had to show him my lecture notes before entering a hall.
Q: – He sounds quite imposing! Was there any room for humor in his classroom?
A: – He had a very sharp, dry wit. Back then, there was a fashion where ladies pinned their hair in high, elaborate piles. He once remarked, “Where there is nothing inside, they will pile it all up on the outside.” Needless to say, that hairstyle was never seen in his class again!
Q: – Looking at the 1960s and 70s, what reforms did he promote that were considered innovative for that time?
A: – As Chairman of the National Education Commission (1961), he was a visionary. He promoted the Neighborhood School Concept to end the scramble for prestige schools. He also proposed a Unified National System of education and argued for a flexible school calendar. He believed holidays should vary by region, matching agricultural harvest cycles so rural children wouldn’t have to miss school.
Q: – One of his major contributions was in “Intelligence Testing.” How did he change that field?
A: – He felt Western IQ tests were culturally biased. He developed the National Education Society Intelligence Test, the first standardized test in national languages, and adapted the Raven’s Non-Verbal Test for Sri Lankan children. He wanted to measure raw potential fairly, regardless of a child’s social or linguistic background.
Q: – How would you describe his specific contribution to the transition to national languages in schools?
A: – He didn’t just support the change, he made it possible. When English was replaced as the medium of instruction, there was a desperate lack of materials. He authored 12 simplified Mathematics textbooks in Sinhala, including the Veeja Ganithaya (Algebra) and Seegra Jyamithiya (Geometry) series. He ensured that “language” would no longer be a barrier to “logic.”
Q: – After his work with the UN and UNESCO, why did he become known as the “Father of Population Education”?
A: – While in Bangkok, he developed the conceptual framework for Population Education for the entire Asian region. He helped dozens of countries integrate population dynamics into their school curricula. He saw that education wasn’t just about reading and writing, it was about understanding the social and demographic realities of one’s country.
Q: – Madam, can you recall how Professor Jayasuriya’s legacy was honoured?
A: – Professor Jayasuriya was truly a unique personality. He was actually one of the first Asians to be elected as a Chartered Psychologist in the U.K., and his lectures on educational psychology and statistics were incredibly popular. During his time at the University of Ceylon, he held significant leadership roles, serving as the Dean of the Faculty of Arts and even as acting Vice Chancellor. His impact was so profound that the Professor J. E. Jayasuriya Memorial Lecture Theatre at the Faculty of Education in Peradeniya was named in his honor.
Beyond his institutional roles, he received immense recognition for his service, including honorary D. Lit and D. Sc degrees from the University of Colombo and the Open University, respectively. Perhaps his most global contribution was his ‘quality of life’ approach to population education developed for UNESCO in the mid-1970s. As O. J. Sikes of UNFPA noted in the International Encyclopedia on Education, it became the predominant teaching method across Asia and is still considered the fastest-growing approach to the subject worldwide.
Q: – Finally, what is the most profound message from his life that today’s educators and policymakers should carry forward?
A: – The lesson is intellectual integrity. When the government’s 1964 White Paper distorted his 1961 recommendations for political gain, he didn’t stay silent, he wrote Some Issues in Ceylon Education to set the record straight.
He believed education was a birthright, not a competitive filter. Today’s policymakers must learn that education policy should be driven by pedagogical evidence, not political expediency. As our conversation came to a close, Professor Elsie Kothelawala sat back, a reflective smile on her face. It became clear that while Professor J. E. Jayasuriya was a man of rigid logic, and uncompromising discipline, his ultimate goal was deeply human, the upliftment of every Sri Lankan child.
Thirty-five years after his passing, his presence is still felt, not just in the archives of UNESCO or the halls of Peradeniya, but in the very structure of our classrooms. He was a pioneer who taught us that education is the most powerful tool for social mobility, provided it is handled with honesty. As we commemorate this 35th memorial, perhaps the best way to honor his legacy is not just by remembering his name, but by reclaiming his courage, the courage to put the needs of the student above the convenience of the system.
Professor Jayasuriya’s life reminds us that a true educator’s work is never finished, it lives on in the teachers he trained, the policies he shaped, and the national intellect he helped ignite.
by the Secretary J.E.Jayasuriya Memorial Foundation : Dr S.N Jayasinghe
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