Features
From Jungle To International Five-Star
CONFESSIONS OF A GLOBAL GYPSY
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
Prime Minister’s Village Re-awakening
I first met Ranasinghe Premadasa, the ninth prime minister of Sri Lanka, in 1981. He was a unique man loved by many supporters and hated by many critics. At that time, I was at the John Keells head office as the Manager – Operations of their hotel management and marketing services company. We also managed Temple Trees, the official residence of the Prime Minister and his family. Managing Temple Trees was a demanding contract.
I visited Temple Trees occasionally to support Fazal Izzadeen, a manager whom I transferred from Hotel Swanee to be in charge of the Temple Trees operation. Given the personal friendship my boss, Bobby Adams had with the Prime Minister, the Director – Operation had to be personally involved in managing this prestigious property. A perfectionist, Mr. Premadasa did not tolerate any sub-standard quality in maintenance, upkeep and cleanliness. Fazal did a great job in keeping the second family of Sri Lanka content with the services we provided, and more importantly, off our backs.
Unlike any of his predecessors, Ranasinghe Premadasa came from a family of modest means. Politically a self-made man, he was the first ‘commoner’ to become Prime Minister of Sri Lanka, breaking a 30-year tradition of the top leadership of the country being controlled by the high caste aristocracy coming from affluent families. Educated in a Christian missionary college in Colombo, Mr. Premadasa initially opted for a career as a journalist. He was a prolific writer and an electrifying orator in Sinhala. He had been keenly interested in neighbourhood welfare affairs since his youth. He became increasingly involved in municipal politics, initially as a member of the leftist, Ceylon Labour Party which led to his election to the Colombo Municipal Council at a young age of 26.
One day in early 1986, Bobby Adams entrusted a special duty to me. He called to say, “the Honourable Prime Minister will be staying at the Village, Habarana for five days, while he is busy with the 1986 Gam Udawa (Village Re-awakening) project in nearby Hingurakgoda. As I cannot be there this time, please look after him and his team of 50, including the security detail.”
Between 1979 and until his gruesome assassination by a suicide bomber while organizing a May Day demonstration in 1993, when he was the President of Sri Lanka, Mr. Premadasa led 15 annual Gam Udawa projects in different districts in rural Sri Lanka. The festivals were part of a massive, public housing and development program envisioned by him. The festivals were implemented with great efficiency, for the benefit of poor villagers, and predominantly in Sinhala Buddhist areas. Gam Udawa helped consolidate state ideologies at a time when its political and moral authority was being challenged by insurrectionary and separatist groups.
As the General Manager of the Lodge and the Village, hosting the Prime Minister for five-days was an interesting assignment. It enabled me to see the different facets of a unique personality of our times. Our team did the outdoor catering whenever the Prime Minister went to Hingurakgoda to see the progress of the project. At times, he was ruthless in dealing with the government engineers, project managers and private contractors.
He had no patience for project delays and inefficiencies. Nor did he hesitate to take senior bureaucrats to task, in public, in the presence of their subordinates. Quoting one of his idols, Jawaharlal Nehru (the first Prime Minister of India, whose autobiography was translated into Sinhala by Premadasa), he emphasised that, “I am only interested in work done and not in excuses!”
During the evening at the Village, the Prime Minister was in a more relaxed mood, and I saw a different side of his personality. At times he played football with the resort staff. He was athletic and fit. He had his dinner around 6:00 pm and then walked with our management team on the bund of the Habarana tank. His loyal and influential valet, Mohideen walked behind him with a radio playing Buddhist pirith chanting.
One early evening, during our walk, the Prime Minister looked at my wife who was pregnant, and asked her, “Did you have your dinner?” When she replied that we eat around 9:00 pm, the Prime Minister was unhappy. “In your condition, you should ideally be eating five hours before bed time.” he lectured her.Mr. Premadasa was a hard-working man who commenced his day around 4:00 am. After his early breakfast (usually string hoppers made with healthy, kurakkan (millet) and red rice flour, he would call the cabinet ministers and senior officials. They all knew his early routine and had gotten used to getting up very early to respond to the boss’s calls.

Mr. Premadasa was a big fan of the Singaporean Prime Minister, Lee Kuan Yew and his tough leadership style. He often spoke fondly about how effectively Lee Kuan Yew had developed Singapore to an unprecedented advanced level from a previously poor country which only obtained independence 14 years after Ceylon.On the last day of his visit, we were all waiting by the helipad of the Village Habarana to bid farewell to the Prime Minister. At 8:00 am sharp, he left his suite and said his goodbyes to managers and staff waiting in a long greeting line, before getting into an Air Force helicopter piloted by a squadron leader.
Mr. Premadasa was very observant. He paused for a moment and looking unhappy, picked a small, dry leaf from the floor of the helicopter. He then placed that leaf in the palm of the pilot without uttering a word. There was pin drop silence until the helicopter took off. “That’s something Lee Kuan Yew would have done too!” one of our managers told me.
My New Best Friend
From February 1, 1986, with the birth of our son, Marlon, my life changed. Our apartment in Habarana was Marlon’s first home. After my daily, lunch management meeting at the Village, I dropped in at our apartment to spend time with him. After playing a little, we both usually fell asleep for a short nap. When he started talking, Marlon commenced calling me his best friend.
In the later years, Marlon travelled to many countries with us and lived and studied in Iraq, United Kingdom, Sri Lanka, Guyana, Jamaica and Canada. He also lived in Vietnam for five years as a corporate executive of a large company. When he was in his mid-teens, I prompted him to pursue a career in hospitality, but he declined, saying that, “Thaththi, I never want to work as hard as you do in hotels!” Marlon was correct – hoteliering is certainly a demanding career, which often requires long hours of work, while sacrificing family life.
Leadership Change
I was saddened to hear that the Chairman of the John Keells Group, Mark Bostock had decided to retire. He had led the company for over 17 years, since 1969. Under his remarkable leadership, the John Keells Group evolved from a traditional company focusing on commodity and share broking to become the largest and most diverse group of companies in Sri Lanka. Today, John Keells Holdings, PLC (JKH) is Sri Lanka’s largest, listed conglomerate on the Colombo Stock Exchange. It is also the undisputed leader of the tourism and hospitality industries in the country.
Having been associated with the group’s chairman since 1972, initially through rugby football and then as a hotel manager, I was an admirer of Mark Bostock. I was extremely grateful to him for fully sponsoring my first overseas trip and training in London in 1979. In 1980 when I got married, Mark Bostock was an attesting witness. My personal friendship with him continued in 1984 when my family was invited to visit his family in their home in Royal Tunbridge Wells, Kent, for an overnight stay. Later in 1985, he supported re-hiring me to John Keells to manage their two largest hotels (The Lodge and The Village) as the General Manager.
An emotional farewell to a visionary leader
During his last visit to Habarana as the Chairman, he kindly accepted my invitation for Mrs. Bostock and him to plant a tree and address the employees. He shared his vision for the future, and said that, “My Deputy Chairman, David Blackler will certainly continue our good work, as the new Chairman. We have developed a strong team of Sri Lankan directors, who will take the company to a new level,” he assured.
Unfortunately, my first meeting with the new Chairman did not go well. David Blackler, who was also a Britisher like Mark Bostock, wanted some changes done immediately. He also told me that spending time as the President of two trade associations was a waste of time in my busy schedule. I was unhappy, but did not comment as I realized that with leadership change, emphasis may change. Managers need to go with the flow.
Being the General Manager of the Habarana Resort Complex was a rewarding job, but it was not overly challenging. I enjoyed the opportunity to do new things, develop an amazing team and the free rein that I had been given, up to that point. Yet, it was not fully aligned with my mid-term career plan, which was to gain five-star international management experience. I decided to keep my options as well as, my eyes open. The last memo/letter Mark Bostock sent me was motivating and I was very touched with his kind words.
Last memo/letter to me from Mark Bostock
Five-Star Offer
Mr. Steffan Pfeiffer, the General Manager of the 500-room five-star hotel, Galadari Meridien called me with another offer. It was the third time he was offering me a job in this hotel managed by the hotel company owned by Air France. “Chandana, after working here for three years, Meridien is transferring me as the General Manager of their hotel in Hong Kong. All other senior managers will continue, except four managers from one division – Food and Beverage, are leaving. I have identified you as the new lead for this division.” Steffan was trying to motivate me to make a career move.
Due to the popularity of nine food and beverage outlets and large banqueting facilities, the Food and Beverage Division of Galadari Meridian was generating over half the total revenue of the hotel. The offer was for me to be accountable for 230 employees including three expatriate managers, working in 13 departments, including kitchens.
The Food and Beverage Division of a large five-star hotel usually has four senior managers – Food & Beverage Manager, Executive Chef, Assistant Food & Beverage Manager, and the Banquet Manager. Two Frenchmen, who were the Food & Beverage Manager/Executive Assistant Manager and Executive Chef in the hotel opening team had left as well as the other two, who were senior Lankan hoteliers were about to leave Sri Lanka.

Steffan Pfeiffer offered me the opportunity to take over, and to re-organize the Food and Beverage Division. “I have recruited an excellent French Executive Chef to report to you. That is Chef Emile Castillo, who worked with me at Hotel Lanka Oberoi. You have a full control to fill the other two senior vacancies,” he explained. “I need you to meet the new Acting General Manager coming from the Meridien head office in Paris – Mr. Jean-Michel Varichon.”
“We will take you as the Acting Food & Beverage Manager and be confirmed in the position after six months, or once you have impressed the new General Manager, which I am sure that you will.” I agreed to join the Galadari Meridian on the day when Jean-Michel Varichon and Chef Emile Castillo were arriving – June 16, 1986. Steffan Pfeiffer said that he would work with me for two weeks prior to leaving for Hong Kong. I decided to leave John Keells to pursue a career with an international five-star hotel business.
Grading Time
On my last day at the Lodge and the Village, I decided to do something different. I had initiated many new things, but was not sure how the 18 managers in my teams viewed those. I developed a one-page questionnaire listing 12 general aspects of leadership and 18 other aspects we had initiated in 1985 and 1986. I requested the managers not to write their names on the questionnaires.
When I tabulated the results, I was happy to note that my team gave full marks for five elements – Planning, Delegation, Sales Promotion, Leadership Training and Statistical Analysis. The other side of the coin was that I was given poor marks for initiatives such as: Job Descriptions, Best Worker Awards, and surprisingly, the Management Trainee Program. Since 1986, every time I changed my job, I requested written feedback from the teams I managed.
Good Bye from the Lodge Team
David Blackler was surprised that I would leave the position of the General Manager of two of the best local hotels in the country to join a five-star hotel as an Acting Divisional Manager. Some of my friends were also surprised that I would leave the largest group of companies in the country, which was considered a great employer. At times, one has to follow the heart for career progress.
Over the next three years, until his retirement from John Keells in 1989, as a regular lunch customer of Colombo Club (one of the nine food and beverage outlets of Galadari Meridien), Mr David Blackler became very friendly with me. He often discussed my innovative initiatives at Galadari Meridien, especially when I mastered the art of show biz productions to increase hotel profits.
Progress with Le Meridien
Exciting new challenges awaiting me in Colombo…
Within six months of joining, I was confirmed as the Food & Beverage Manager of Galadari Meridien (from 1987, Le Meridien), and another six months later I was promoted Director of Food & Beverage, a job title unique at that time for any Lankan hotelier.
Le Meridien was very generous in developing my international hotel management career. During my two stints with them in 1980s and in 1990s, Le Meridien invested time and funds to send me as a Management Observer to their five-star hotels in Singapore, Changi Airport, Paris, Tours, London, Guadalupe, New Orleans, Toronto, and Dubai (the last two, on quality assurance mystery shopper assignments). They also sponsored my business management education with Institut International Meridien in France, where they developed promising divisional heads to become expatriate General Managers of five-star Le Meridien hotels.
In 1997, after gaining years of experience in managing seven hotels for different companies, I was chosen to convert the largest and the best hotel in the capital city of Jamaica, as Le Meridien Jamaica Pegasus Hotel. My team worked hard with the union to make this hotel become the first hotel in Americas to earn the ISO 9002 certification. In that rewarding assignment, on my request, the company sent two of Le Meridien experts to assist me with the opening – Jean-Michel Varichon from Paris and Chef Emile Castillo from New York. Small world!
In 1997, at the soft opening of Le Meridien Jamaica Pegasus Hotel. (L to R) Paddy Mitchell – MD of Le Meridien North America, John Issa – Chairman of Jamaica Pegasus Limited & SuperClubs, and P. J. Patterson – Prime Minister of Jamaica, listening to my welcome remarks.I will briefly narrate some related ‘fun’ stories in the future episodes of this column.
Dr. Chandana (Chandi) Jayawardena
has been an Executive Chef, Food & Beverage Director, Hotel GM, MD, VP, President, Chairman, Professor, Dean, Leadership Coach and Consultant. He has published 22 text books. This weekly column narrates ‘fun’ stories from his 50-year career in South Asia, the Middle East, Europe, South America, the Caribbean and North America, and his travels to 98 countries and assignments in 44 countries.
Features
Addressing human rights needs multi-pronged approach
by Jehan Perera
The ongoing 63rd session of the United Nations Human Rights Council, which runs from September 7 to October 7, 2026, in Geneva is important to Sri Lanka. Its outcome will send a signal to other international actors, including the European Union, as to whether Sri Lanka’s reform policy is on track. The written update on Sri Lanka, prepared by the Office of the United Nations High Commissioner for Human Rights under High Commissioner Volker Türk and presented by Deputy High Commissioner Nada Al-Nashif, has taken a more holistic approach to the government’s performance over the past year. It acknowledged the progress Sri Lanka has made under the NPP government in relation to accountability for financial fraud and other economic crimes. At the same time, the High Commissioner’s update made clear that progress in relation to economic crime cannot be equated with progress in relation to accountability for grave human rights violations committed during the armed conflict and in other periods of political violence.
The government may have felt sufficiently confident that its response to the High Commissioner’s update could be handled by its representative in Geneva and did not require the attendance of Foreign Minister Vijitha Herath. Sri Lanka’s representative Sumith Dassanayake called for a fundamental review of country-specific mandates within the UN Human Rights Council. Sri Lanka has been facing repeated scrutiny in the form of successive UNHRC resolutions from 2012 onwards. Ambassador Dassanayake argued that such mandates should not continue indefinitely and must be regularly assessed against measurable objectives and tangible outcomes. This may reflect confidence that its record of reform is beginning to receive recognition internationally. The reports and statements at the Human Rights Council acknowledged progress in the government’s efforts to address corruption and economic crime.
The government’s anti-corruption drive has included investigations into allegations involving individuals who held the highest political offices in the country. The arrest of former President Ranil Wickremesinghe in connection with alleged misuse of public funds, and the investigation into the controversial SriLankan Airlines Airbus transaction involving former President Mahinda Rajapaksa’s son, are examples of the reach of these investigations. The arrest of SLPP National Organiser and Member of Parliament Namal Rajapaksa in connection with allegations relating to the Airbus purchase scandal has also demonstrated that the government is willing to pursue cases involving politically powerful figures.
Wide Range
The ongoing investigations appear to encompass a wide range of parliamentarians and government members, both past and present. They suggest that accountability for corruption is not being confined to lower-level officials or to individuals who lack political influence. This is precisely the kind of accountability that the public has long demanded and that previous governments have too often failed to deliver. The government is also reaching into the upper levels of the military hierarchies of the past. The case in which 11 young men, most of them Tamil, disappeared after being abducted in Colombo between 2008 and 2009 involved allegations that some families were asked to pay ransoms. The investigation into this case has reached senior military figures. The willingness to pursue such cases is important because it challenges the assumption that those who exercised power during the war are beyond the reach of the law. Such cases would provide a practical test of whether the government’s commitment to accountability for economic crimes is part of a broader commitment to the rule of law.
Success in prosecuting corruption cannot substitute for justice for those who were unlawfully killed, disappeared, tortured or otherwise victimised. The UN report noted that there had been no recognition or accountability for crimes under international law, gross human rights violations and serious violations of international humanitarian law committed by all parties during the war. The government has yet to establish a credible and effective process to address the many cases of enforced disappearance, extrajudicial killing, torture and other serious violations. The government needs to take the international commitments it has inherited on human rights issues seriously. It needs to adopt a multi-pronged approach and go beyond focusing primarily on financial and corruption-related accountability.
Need Action
As a member of the international community, Sri Lanka has a responsibility to abide by the commitments it has made. It cannot selectively uphold international obligations postponing those that are politically difficult. Also, as a small country, Sri Lanka has a self-interest in ensuring the survival of international law, which is all that it has to protect it from the depredations of the bigger international actors. The erosion of international law by powerful states makes it all the more important that smaller states uphold the principles on which the international system is based. Sri Lanka cannot credibly appeal to international law when it is threatened from outside while disregarding its own obligations within. Sri Lanka also needs to win the confidence of its own population that it is committed to justice and equality for all. Public opinion polls and community-level research have disclosed that ethnic and religious minorities are appreciative of the sense of greater security they enjoy under the present government from ethnic or religious extremists.
But a sense of security is not the same as the fulfilment of rights. As far as the Tamil people are concerned, the government has yet to deliver on several of its specific promises. These include the long-standing problems of missing persons, the release of political prisoners who have been members of Tamil militant organisations, and the return of land taken over for military purposes during the war. The issue of Buddhist statues and archaeological sites found on their properties which are then taken from their control continue to trouble them especially as they see no signs of resolution of those disputes. The issue of pastureland in the east of the country in Mylathamadu is particularly concerning to them as they see orders by successive presidents, both President Ranil Wickremesinghe and President Anura Kumara Dissanayake, being disregarded on the ground. The Mylathamadu pastureland dispute is where traditional Tamil dairy farmers have engaged in multi-year protests against the ongoing encroachment of their ancestral grazing lands by Sinhalese crop cultivators relocated under government development schemes.
The government’s failure to hold Provincial Council elections is particularly troubling. The provincial council system is the only one that can provide the Tamil people and other ethnic minorities the opportunity to wield political power and exercise a measure of self-determination in the areas in which they are the numerical majority. The continued postponement of Provincial Council elections therefore has consequences that go beyond an ordinary electoral delay. It deprives communities of an important constitutional avenue for democratic participation and power-sharing. The ethnic and religious minorities appreciate what the government is doing in the larger national interest, but they must not be made to feel that their special concerns are being ignored. The government cannot resolve Sri Lanka’s entire legacy of rights violations overnight. But it does need to demonstrate that it is willing to move forward on multiple fronts, not only on a few.
Features
The emptying university: why are academics leaving?
by Hasini Lecamwasam
Brain drain in Sri Lanka is at an all-time high. The latest Human Flight and Brain Drain Index for 2024 shows that we are 16th of 175 countries on this count, and first in South Asia. That this is a crisis goes without saying. Brain drain affects all sectors, and is a huge strain on the resources of a developing country. Particularly in Sri Lanka, where considerable public investment is made in the moulding of professionals through the system of free education, this amounts to transferring the resources of poorer countries to richer ones with top migration destinations. It is, therefore, important to consider the push and pull factors behind skilled outmigration, specifically from the public university system of Sri Lanka, a key focus of the Kuppi column.
From frustration to exit
Several bitter realities in our crumbling public university system act as push factors in the migration decisions of academics. Many essays on this column have, over several years, attempted to highlight numerous aspects of this erosion. Perhaps, primary among them is the lack of adequate funding, which has debilitating ramifications for the system: very little investment is made in the up-keep of infrastructure (and even less in its expansion), resulting in serious constraints in accommodating growing batches of students and the wellbeing of the staff (particularly in regional universities); research funding is negligible, severely curtailing academics’ ability to effectively discharge their primary duty of teaching which should ideally be informed by their research (and the research of others, access to which is also, unfortunately, mediated by funding); a funding crunch also means a slash in (or greater constraints on) recruitments, increasing the workloads of academics, currently in service, and eating into the quality of their teaching and research.
What recruitments are done frustrate those with any faith in merit. As many of our interventions in this column have shown, recruitment processes are characterised by archaic selection criteria that place very little weight on a candidate’s postgraduate growth and the advantages of interdisciplinary training. Added to this is the general preference for ‘culturally compliant’ candidates who would not rock the boat too much. The combined effect is that those with the capacity and spirit to try out innovations in education are discouraged from joining or staying on in the public university system. Some, or many, of them may instead seek appointments abroad.
A thread that binds all of these problems together is pervasive hierarchy which, again, many interventions on this column have sought to highlight. It is the interest in preserving hierarchy that leads to the preference for alumni in recruitment processes. Hierarchy within universities can be particularly frustrating for younger faculty and women, who typically have to bear the brunt of the workload of their senior, often male, colleagues. In a context of funding, and, therefore, recruitment, restrictions, this translates into a disproportionate burden being placed on junior (usually female) faculty, seriously hindering their prospects of growing into successful academics due to the time constraints within which they have to operate. Junior academics, therefore, are more likely to look to educational institutions abroad for what they hope would be a different work culture that respects them more.
Ideological ruses
On top of these structural frustrations are also the workings of neoliberal ideology. For one, the nature of relations between the global metropole and peripheral countries like Sri Lanka largely dictates what is desirable and what is not. The apparent lifestyles of Western countries – from food to clothing, housing, appliances, and so on – have continued to lure people from the periphery with the promise of a ‘better’ life, alongside better career advancement opportunities. This, of course, masks much of the struggle that goes on behind the scenes to survive in Western societies. For instance, in most cases highly attractive public infrastructure such as roads, public transport, clean air, quality control of food, and so on belie the astronomical privatised costs of healthcare and education. Health insurance is usually mandatory and steep in most high-income settings, while even subsidised education (for which eligibility criteria are strict) creates a serious dent in household earnings. Of course, the happy images of glossy trams and gleeful international travellers don’t convey this.
A second ideological ruse is the myth of greater opportunities and recognition abroad. While there is no denying that local skilled sectors – be it higher education, health, civil service, or private white-collar positions – are replete with issues that inhibit merit-based professional advancement, the notion that things are fundamentally different in Western countries stems from an uninformed optimism. As is now increasingly known and discussed, Western labour markets are notoriously racialised, and equivalent skills are rarely treated as such. Instead, it is usually demanded that skilled migrants clear certain formal examinations in their host countries. In fields like medicine, this is followed by an interview that may also be racially prejudiced. Once these initial steps are cleared, remuneration reverts to square one irrespective of experience accumulated abroad, not to mention the many subtle aggressions, rejections, and trials one has to go through in the negotiation of everyday life. In the many cases where professional qualifications are used as leverage for a move abroad, sights are set on a better future for one’s children, which again is informed by the misplaced faith in greater opportunities and a lack of awareness of the factors outlined above. Needless to say, in the global swing to the Right, things have become even more challenging. In such a context, considering the few rare cases where skilled migrants live extremely comfortable lives as the norm becomes a dangerous misconception.
The two ideological pull factors mentioned above are complemented by a push factor, which has to do with a highly classed understanding of what a white-collar professional is due in their society. Many of these aspirations are clearly articulated in academic trade union action demanding separate quotas for school entry, increased fuel allowances, winning back the presently stalled vehicle permit scheme, salary hikes, and so on. While working people have every right to agitate for better material conditions, insofar as it remains unconnected to a broader movement for improving the conditions of the lot of the working class, it remains self-serving and very much within the class logic of capitalist society. Since these demands are articulated as a means of maintaining distinction, it is clear that they are not envisaged as part of a class movement. The frustration of not having these needs for distinction satisfied may push some to seek greener pastures abroad, at least financially, (perhaps as a means of social mobility based on it), only to be disappointed on most occasions.
What is to be done?
Addressing the systemic push factors listed above requires, first and foremost, greater allocations for free public higher education. This would immediately translate into more recruitments and less work per academic, and better research and teaching in the long haul. An increase in funding would also ideally lead to greater infrastructural investments, especially including improving the living conditions of those who work in regional universities amid untold hardships. Next, fairer, more creative, and, therefore, more effective recruitment policies are badly needed to attract talented individuals to university positions. Rather than carving out a ‘special category’ for academics to achieve this purpose, which is informed by a classed logic, this needs to be done through fundamental reforms in recruitment processes. Third, a persistent attack on the entrenched hierarchy within universities through internal reform is much called for. Reforming recruitment practices will go a long way towards addressing this. Measures should also be taken to introduce more stringent policies against SGBV (not to mention ragging, even though it is not directly connected to brain drain). Such measures would create a safer, fairer, and more attractive workplace, which would give more reasons for people to stay.
On top of greater allocations, we also need a transformation of our aspirations themselves if this situation is to change. That necessitates a kind of education capable of questioning the ‘paradise’ conception of Western societies, and lays bare their colonial material and ideological dimensions, in both their historical and contemporary manifestations. These colonial understandings of the ‘good life’, moreover, have devastating ecological implications for the planet, not to mention social justice. An education with the ability to transform this mindset would hopefully prove to be more than a mere path to social mobility, rather being a tool of social emancipation that renders mobility moot.
(Hasini Lecamwasam is with the Department of Political Science, University of Peradeniya)
Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.
Features
Friends favourite Suzi Croner returns for Oktoberfest 2026
Charming audiences in Switzerland as Suzi Flückiger, Sri Lanka’s own Suzi Croner is coming home… for a very special occasion.
The bubbly former frontline vocalist of 90s band Friends will take the stage at a popular venue in Colombo for Oktoberfest 2026.
Known in Europe for her country and classic hits, Suzi has remained a much-loved name back home. This will be a rare chance for local fans to see her live and celebrate the voice behind so many Friends memories.
Oktoberfest 2026 in Colombo promises an evening of live music, traditional Bavarian food and beer, colourful dirndls and lederhosen, folk dancing, and plenty of community cheer.

Suzi Croner (Flückiger)
Against this lively backdrop, Suzi will take the stage for a special solo set, featuring her own pre-recorded music. She performed at the event last year too, as a solo artiste, but a German band providing the music.
This year, however she says, it’s a different scene.
“The novel attraction will be the dancers from Germany — all girls, clad in German outfits,” Suzi said. She added that the event will also highlight the activities generally connected with Oktoberfest, which should generate a lot of fun and excitement for those who join her in Colombo next month.
Suzi has become a much-in-demand artiste in Europe, and has even performed Down Under, in Melbourne.
In Switzerland, where she has been based for the past 42 years, she continues to charm audiences with country and classic hits, performing at private events and community nights across Europe.
“My weekends are generally loaded with my work as a singer,” she said. “And I also play tennis three times a week, because I need to keep fit to entertain my audience in an active way.”
Her repertoire is made up mainly of Swiss, German and English songs.
And true to form, Suzi loves springing surprises.
“So watch out when you join me at Oktoberfest 2026, in Colombo!” she said.
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