Features
Gemunu Goonewardena Chef, Hotelier & Tourism Entrepreneur
PLACES, PEOPLE & PASSIONS (3Ps)
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
chandij@sympatico.ca
Profile
Gemunu commenced his hotel career in 1975 peeling onions, as a Kitchen Trainee at Hotel Neptune. He then continued with the same company for 43 years, slowly and steadily climbing steps, as Assistant Chef in 1978, Executive Chef in 1983, Corporate head of Food & Beverage in 1991, Director in 1998 and Vice President in 2010. In between, he gained experience as a Chef in Australia, and trained in USA. After his retirement from the company in 2018, he was appointed as a Non-Executive Director of Aitken Spence Hotel Holding PLC. Today, he is the Chairman of Win-Stone Group, Deputy Chairman of Marino Leisure Holdings, and until recently he served as the Chairman of the Tourist Hotels Classification Committee.
My first meeting with Gemunu
Just before Christmas in 1974, when Aitken Spence opened Hotel Neptune, it became the main “friendly” competitor for Bentota Beach Hotel, which was the best resort hotel in Sri Lanka at that time. Hotel Neptune recruited U. C. Jayasinghe (UC) the Assistant Chef of Bentota Beach, as their first Executive Chef. That change, for my luck, created an opening for me to join Bentota Beach hotel as the Trainee Executive Chef. One of my batchmates from Ceylon Hotel School (CHS), Patrick Taylor joined Neptune as the Assistant Chef. We were all good friends and frequently met after dinner service for a chat, a drink and fun.
One day in 1975, UC introduced Gemunu Goonewardena to me when I visited the Neptune kitchen. “Chandana, meet Gemunu, our new Kitchen Trainee. I am teaching him the ropes the hard way”, UC told me with a cheeky grin. Having worked under UC at Bentota Beach Hotel during my CHS internship in 1973, I knew that he was a tough boss. I felt sorry for Gemunu when UC pushed him aggressively, to learn the trade. Gemunu is one year younger to me, and I identified him as a late developer, just like me. We became friends.
Although Gemunu was occasionally upset with UC, he was determined to master culinary arts. Forty-eight years later I am convinced, that tough training he received in the mid 1970s, built Gemunu’s character and laid a strong foundation for one of the greatest careers in the hotel industry of Sri Lanka, that commence peeling onions and ended with creating innovative visions at boardrooms for decades. I am immensely proud of Gemunu and very happy to call him my friend.

Gemunu joined me as a panellist at a National Institute of Plantation Management (NIPM seminar I conducted for 25 senior plantation managers in 2023
Friend, Student and Partner
In 1981, when I left a senior management position at John Keells corporate office to join CHS as a Senior Lecturer, Gemunu had spent five years studying there while working at Hotel Neptune. Soon after that Gemunu graduated from CHS. In 1991, when I ran a series of management seminars as the Managing Director of the International Hotel School of Mount Lavinia Hotel. Gemunu was a regular at seminars. I then realized that he is a lifelong learner, and hungry for all types of knowledge. Our close friendship continued until I left Sri Lanka in 1994 to pursue my global career.
After that from a distance, I occasionally heard the progress Gemunu was making in Sri Lanka. Gemunu is renowned for his innovative approach to gastronomy. He spearheaded the ‘Heritance Cuisine’ that combines local ingredients, traditional techniques, and international influences. His latest endeavor, ‘Ceylon Food Trails’, offers an immersive experience into Sri Lankan culture and authentic indigenous food in remote villages.
In 2021, when I commenced my autobiographical Sunday Island newspaper column: ‘Confessions of a Global Gypsy’, Gemunu commenced calling me in Canada every Sunday after he read the latest episode of the series. Our Sunday discussions became longer every week, with the series motivating Gemunu to ask me various questions. Gemunu loved engaging in meaningful conversations. “Gemunu, please don’t call me before 11:00 am, because I watch my favourite weekly TV program – The Global Public Square (GPS) with Fareed Zakaria, at that time.” I gently pushed Gemunu’s weekly calls on Sundays to after 9:30 pm Sri Lanka time.
When Gemunu invited me to do some assignments for the International Tourism Volunteers Association (ITVA), I asked him, “What is ITVA?” he explained, “that it is a loosely formed association – more like a consortium of hospitality and tourism professionals to connect and pursue common activities or causes in a more relaxed environment.” Gemunu is a good salesman, and I was convinced to give my time free, to speak, lead and moderate a few webinars. Global Hospitality Forum, which I lead, collaborated with ITVA, in those initiatives.
Gemunu Taking Charge of my Schedule
When I casually informed Gemunu that I will spend seven weeks in Sri Lanka from mid-March 2023, Gemunu formally took charge of my itinerary. My intention of spending a relaxed holiday with the family had to be changed. Gemunu filled my schedule with various re-connection meetings with veteran hoteliers, excursions around the island with Gemunu, and a few innovative leadership seminars for various hotel management teams.
A highlight of my seven-week visit to Sri Lanka in 2023, was gaining first-hand ‘Ceylon Food Trails’ experiences in Ahangama and Ingiriya. It was refreshing getting to know of Gemunu’s passion on sustainable development of community tourism to showcase authentic cuisine of Sri Lanka.
Gemunu’s team simply facilitate and promote the concept, but it is the leaders from the village communities who run each operation and village service providers who benefit from each operation. Gemunu is keen that 70% of the income from Ceylon Food Trails operations remain within the villages. “We currently have 12 operations in different parts of the country. Our aim is to eventually help 100 villages”, Gemunu shared his optimism with me. “Let’s do a colourful book with all these authentic village recipes, when you reach 52 – one per week”, I planted a seed in his mind.
As exploring human behaviour is a new hobby of Gemunu, I was invited to do a seminar on my concept of ‘Personality Analysis’ to his top leadership team of Win-Stone Group. Gemunu and his wife – Iyanthi who manages the Win-Stone Culinary School, honoured me by attending the whole seminar. After the seminar, I asked Gemunu 10 questions for this article.
Q: Out of all the places you have visited in Sri Lanka and overseas, what is your favorite and most interesting place?
A: I deeply appreciate and admire the rich tapestry of historical and contemporary architectural wonders found across various nations. Among them, one gem that truly captivates my heart is the ancient city of Anuradhapura, dating back to the 5th century BC. Anuradhapura’s unparalleled cultural and historical significance, coupled with its breathtaking aesthetic allure, makes it truly deserving of the utmost admiration and acclaim.
Q: Out of all the inspiring people you have met, who inspired you most?
A: Out of all the remarkable individuals I have had the privilege of meeting, Mr. Ratna Sivaratnam stands out as the most inspiring. I used to work under him from the start of my career. As a consummate professional and a true gentleman, he played an instrumental role in shaping Aitken Spence Hotels and Travels into the successful entity it is today and ended up as the Chairman of the company. Witnessing his leadership qualities firsthand, I found him to be an exceptional leader whom everyone enjoyed working with and working under.
Q: In addition to Mr. Ratna Sivaratnam, I am aware that you had a few outstanding mentors. Please explain how they helped you at different stages of your career?
A:Mr. Mahinda Ratnayake was my first mentor. He hired me fresh out of Nalanda College and instilled in me a sense of discipline and working in an organized manner. Under the guidance of Mr. U. C. Jayasinghe, the first Executive Chef of Hotel Neptune, I learned invaluable lessons that contributed to my growth as a successful chef. Upon my transfer to Palm Village from Neptune, Mr. Thiya Chandrajith, the Aitken Spence Group General Manager, became my mentor, empowering me to enhance my performance. Then Mr. Prema Cooray, with whom I closely collaborated during the Kandalama Hotel Project and Aitken Spence Hotels in the Maldives. He supported me in my innovative and unconventional approaches when facing challenges.
Lastly, Managing Director Mr. Malin Hapugoda when the company opened and managed Waters Edge, and then took over hotel projects in India and Oman. I learnt from him high level conceptual skills. He tolerated some of my idiosyncrasies and balanced it out which helped the company immensely to become the largest Sri Lankan hotel company operating in four countries.
Q: At the present time, what is your key passion in life, other than gastronomy, hospitality, and tourism?
A: Currently, it revolves around exploring human behavior. I find great fascination in studying the intricacies of human interactions and motivations. As a student of geopolitics, I constantly seek to deepen my understanding of global affairs and their impact on societies as well. Furthermore, I derive immense pleasure from engaging in meaningful conversations and appreciating the company of diverse individuals. I firmly believe that each person carries a unique story and I thoroughly enjoy conversing with people who possess such rich experiences. It is through these interactions that I continually learn and gain valuable insights from others, broadening my perspective and enriching my personal growth.
Q: From your time studying and training in Sri Lanka, Australia and USA, which experience stands out as the most memorable?
A: The most memorable experience occurred at Neptune Hotel in Sri Lanka. It involved an incident where a staff member of our hotel had an altercation with the senior village headman, resulting in the entire village surrounding us in search of the attacker. However, the elders of the village intervened and pleaded for our safety, highlighting the values of unity, community, and solidarity. The tactical and diplomatic way Mr. Mahinda Ratnayake handled this incident taught us the importance of working together with the local community, fostering mutual benefit rather than division. Through effective communication, we resolved the situation without further escalation. From a professional culinary standpoint, I gained memorable experience as a mature student at the Culinary Institute of America, New York.
Q: During your early career, what was the most rewarding experience you had as a Chef?
A: One of the most gratifying experiences was when I was the Executive Chef and Food & Beverage Manager of Hotel Palm Village in 1983. I was entrusted with the task of organizing a grand gala dinner for a staggering 500 guests, which occurred every fortnight over a period of six months. At that time, the hotel was equipped to accommodate and cater to only 100 guests, making this challenge quite formidable. However, under the guidance and support of Mr. Chandrajith, I eagerly embraced the opportunity. The entire experience was a mix of vivid memories—rewarding, chaotic, and incredibly educational.
Q: How do you describe your key corporate contributions during the long period you served as a Director and a Member of the Board at Aitken Spence Hotel Holding PLC., and in building the ‘Heritance’ brand?
A: During my tenure at Aitken Spence Hotel Holdings PLC., I made significant corporate contributions by spearheading the development of several iconic properties. My primary focus was to seamlessly blend the architectural designs of these properties with their practical operational aspects, ensuring a harmonious balance between aesthetics and functionality. Additionally, I had the privilege of mentoring numerous associates who went on leading a successful career and reached the top of their field.
Regarding the ‘Heritance’ brand, I played a pivotal role in establishing the Minimum Quality Standards (MQS) Manual. I approached the branding of Heritance in a distinctive and novel manner, differentiating it from other prominent brands in Sri Lanka and the region. The name “Heritance” itself, derived from the fusion of “Heritage” and “Inheritance,” was chosen to embody the unique historical and cultural essence of each property and its surrounding environment. This approach gave the Heritance brand a distinct identity and outlook, capturing the essence of its individuality and deep-rooted connections to heritage.
Q: How do you describe your main contribution at a macro level, to the hotel industry in Sri Lanka when you served as the Chairman of the Tourist Hotels Classification Committee?
A: During my term as the Chairman, I led the introduction of qualitative aspects such as hotel branding to ensure certified quality and enhance the property and destination image. My main contribution at a macro level to the hotel industry in Sri Lanka was focused on promoting sustainable tourism. Our team introduced localized standards that encompassed all four aspects of conservation, community, culture, and commerce, with the aim of positively impacting the well-being of the planet and its people. One of the key criteria we implemented was encouraging hotel properties to actively address biodiversity conservation through sustainable solutions. This involved carefully selecting products in the food and beverage sector and working closely with communities and producers who embraced biodiversity conservation in their production cycles. Through these initiatives, our objective was to foster a sustainable and responsible approach to tourism, where the natural environment, wildlife, local communities, and cultural heritage were respected, conserved, and celebrated.
Q: Currently, you seem to have many irons in the fire, with Win-Stone Group, Tamarind Tree Hotel, Marino Beach Hotel, Ceylon Food Trails etc. What is your secret in managing time and developing the next generation of industry leaders?
A: First, I aim to create a conducive environment for people to perform, an environment that fosters optimal performance among individuals. To achieve this, I provide clear principles, values, and policies, and then empower them to take ownership of the project/work given to them. At the same time, if any mistakes or problem occur, I step forth and take the blame. My management approach revolves around inspiring my colleagues and associates to willingly engage in tasks by aligning their desires with the objectives I set forth. By creating a sense of intrinsic motivation, I encourage them to enthusiastically embrace their duties where they perform their best. Hence, my secret lies in a leadership approach centred on delegation and giving responsibility.
Q: In a context of “Sustainable Development”, what are the key lessons you learnt by leading the concept of ‘Heritance Cuisine’, that helped you to develop ‘Ceylon Food Trails’?
A: Leading the concept of ‘Heritance Cuisine’ taught me the significance of sustainable development in the culinary realm. By showcasing the fusion of local ingredients and international influences, I realized the value of highlighting the unique flavors and ingredients found within Sri Lanka. This experience inspired me to delve deeper into indigenous
recipes and the traditional knowledge surrounding local food, including its health benefits. Consequently, this led to the development of ‘Ceylon Food Trails,’ where I aim to study and share the rich culinary heritage of Sri Lanka with the world, emphasizing sustainable practices and the cultural significance of gastronomy.
Next week, 3Ps will feature a historian and author who is also an adventurer and an award-winning filmmaker …
Features
Defend civic space upon which peace is built
by Jehan Perera
International Peace Day was observed on 21 September. It finds Sri Lanka with a genuine achievement to record and a demanding test to meet. The UN’s theme this year was “Invest in Peace: For Everyone, Everywhere, Every Day.” It also honoured the “everyday architects of peace”—people driving local action and building a lasting peace from the ground up. In the 2026 Global Peace Index, Sri Lanka rose 30 places, from 97th to 67th among 163 countries. Over the same period, global peacefulness declined for the twelfth consecutive year to its lowest level since the index began, and South Asia suffered the sharpest regional deterioration. The test is whether the government will protect the civic space in which those architects of peace work.
Sri Lanka’s improvement is real and deserves acknowledgement. In this year’s review, issued a few weeks ago, the UN High Commissioner for Human Rights acknowledged progress in the form of action against corruption, arrests and investigations linked to political killings, enforced disappearances and the 2019 Easter Sunday attacks, and continued official denunciation of racism. A ranking, however, records conditions at a particular moment. It does not guarantee that they will last. Sustainable peace will depend on three factors. These are whether the government addresses the unresolved causes of conflict, whether it strengthens accountability for past and present abuses, and whether it protects the civic space in which peace is built from below. On the first two the record is incomplete. On the third, the draft NGO law threatens to weaken the very organisations that press for the other two.
What holds Sri Lanka back from a higher place are the same things that fed the war at home and also feed international conflict that rages elsewhere in the world. These are racism or ethnic nationalism that is narrow-focused, corruption and lawlessness. Equality, accountability and the rule of law are their remedies. The present government has committed itself to these, and is a significant improvement over governments of the recent past. But these pillars are not held up by governments alone. Peace is made in villages, workplaces and university campuses. It is made by families who insist on the truth about their disappeared, by journalists and lawyers who expose abuse, and by community organisations that bring Tamils, Muslims and Sinhalese into practical cooperation.
Unfinished Work
The UN High Commissioner’s report to the current Human Rights Council session, covering October 2025 to July 2026, shows how much remains to be done. The Prevention of Terrorism Act is still being applied, producing arbitrary arrests and long detention without charge. The report calls for a moratorium pending repeal and for the release of long-term detainees. Military-occupied land has not been released, memorialisation lacks support, and tensions over land and religious sites persist. The Batticaloa district illustrates how such problems endure. In the past three years, two Presidents, Ranil Wickremesinghe and Anura Kumara Dissanayake, have visited and instructed that the dispute over grazing land in Mailaththamadu and Mathavanai be resolved. It is a dispute between Tamil cattle farmers and outside Sinhala cultivators, and it has not been resolved. When two Presidents issue instructions and nothing changes, the fault lies in the machinery of State. An unresolved dispute does not stand still. It hardens into the next grievance.
Accountability shows the same pattern. The report documents torture and deaths in custody, and surveillance and intimidation of activists, journalists and civil society. Serious cases remain stalled for years, among them the killing of seventeen aid workers of Action Contre la Faim in Muttur two decades ago. Sharper still is the case of the Eastern University refugee camp at Vantharamoolai, where in 1990 the army took away 158 persons in a single day. They were never seen again. The camp’s officer-in-charge, Dr T. Jayasingam, later Vice Chancellor of the university, identified the officers responsible. More than three decades on, those officers have not been questioned. These cases are still remembered because families, survivors and independent witnesses have refused to let them be forgotten. Meanwhile several commissions of inquiry have completed their investigations but nothing further has happened.
What South Africa, Argentina and other post-conflict societies have found indispensable are four pillars of what is called “Transitional Justice” which are truth, accountability, reparations and non-recurrence. In Sri Lanka’s circumstances, truth means credible, independent investigation of what happened to the disappeared, and support for memorialisation. Accountability means prosecuting Muttur, Vantharamoolai and comparable cases, and removing credibly accused persons from senior office. Reparations mean compensation for victims and the return of military-held land. Non-recurrence means repealing the Prevention of Terrorism Act, releasing those held under it in the meantime, and resolving local disputes such as Mailaththamadu before delay hardens them. A country that buries its past does not escape it. The past returns in the next generation.
Civil Society
It is against this background that the draft NGO law is most troubling. The proposed legislation contains sweeping provisions for State oversight and control of civil society organisations. Among these are enforcing a licensing requirement on NGOs, which is to be renewed every three years, and severe penalties for not submitting reports on time, or for spending on emergency flood relief (for instance) when the NGOs mandate is peacebuilding (as an example) with possible sanctions including deregistration and having to shut down. Civil society groups have warned that it would confer excessive discretion over their registration and operations. Officials in Sri Lanka have abused such powers in the past. Additional power without effective checks invites further abuse. Sound regulation would have clear criteria for registration, an independent registrar and a right of appeal to the courts. What cannot be justified is a regime in which registration becomes a licence to be withheld from organisations that scrutinise policy, expose abuses or advocate for the rights of citizens.
Democracy is based on checks and balances. Those who press for accountability are part of those checks. The contradiction is plain. A government that has pledged accountability, equality and the rule of law ought not to be preparing to weaken the very organisations that press for their fulfilment. The organisations most exposed are those working on disappearances, land, memorialisation and reconciliation in the North and East, where the State’s record is weakest and the need for independent witnesses greatest. Silencing them would not remove the grievances they document. It would remove the channel through which those grievances are addressed peacefully. The government appears to be relenting, which is welcome, but a pause is not a withdrawal. The bill should be withdrawn and any replacement drafted in genuine consultation with those it would govern.
Investment in peace as called for by the UN in its International Peace Day theme implies commitment over time, with returns that come slowly. Sri Lanka’s 30-place rise on the Global Peace Index is a first dividend and nothing more. It can be built upon only if the government matches its commitments with action: withdrawing or fundamentally redrafting the NGO law, repealing or suspending the Prevention of Terrorism Act, and bringing Muttur, Vantharamoolai and Mailaththamadu to resolution. A higher place in a global index is not a certificate of success. Sri Lanka’s higher ranking is an encouraging start, but it will endure only if the space in which citizens speak, question and organise is protected. Peace is built from below, and a government that is serious about it will treat civil society as a partner rather than a threat.
Features
Africa is buying: Sri Lanka must start selling
A call to Sri Lankan exporters and agencies: Can Sri Lanka compete with China and India in Africa?
By Kana V. Kananathan
Former Ambassador
Sri Lanka has spent decades concentrating its exports on traditional markets in Europe, North America and Asia. Yet across the Indian Ocean lies a rapidly expanding market that remains significantly underdeveloped by Sri Lankan exporters: Africa.
The opportunity is not theoretical. Sri Lanka already exports packaging, textiles, rubber products, pharmaceuticals, paper, machinery and electrical goods to African markets. The question is whether these modest beginnings can be transformed into a serious export strategy—and whether Sri Lanka can compete against the enormous commercial presence of China and India.
The answer is yes—but Sri Lanka must compete differently.
Kenya: Gateway to East Africa
Kenya should be the starting point.
Sri Lanka exported approximately US$32.08 million to Kenya in 2025, while importing US$11.41 million. But US$32 million is tiny compared with the opportunity: Kenya imported more than US$24 billion in 2025. Even a 1% share of that market would represent nearly US$240 million in annual exports.
And the commercial base already exists. Sri Lanka’s 2025 exports to Kenya included approximately US$9.99 million in paper and paperboard products, US$9.73 million in knitted fabrics, US$3.64 million in pharmaceuticals, US$1.24 million in rubber products and US$1.20 million in machinery.
Kenya’s import structure is equally revealing. In the third quarter of 2025, industrial supplies represented 34.4% of imports, machinery and capital equipment 19.2%, food and beverages 9.0%, and consumer goods 7.3%. The opportunity for Sri Lanka, therefore, extends well beyond consumer goods—we can become a supplier to African industry.
But competition is fierce. Asia supplied around 70% of Kenya’s imports in 2025, with imports from China rising 16.5% and those from India 11.3%.
Sri Lanka cannot challenge China and India across every product category. Nor should it try. We must target sectors where quality, specialisation, reliability, technical capability, smaller production runs and flexibility matter more than simply offering the lowest price.
Where Can Sri Lanka Compete?
Packaging is an obvious starting point. Cartons, boxes, bags and labels are already among Sri Lanka’s exports to Kenya. Importantly, some Sri Lankan companies operating in Kenya are themselves importing these products from Sri Lanka. The market already exists; the challenge is to scale it.
As Africa’s food-processing, pharmaceutical, apparel and consumer-goods industries expand, demand for sophisticated packaging will grow with them. Sri Lanka already possesses the manufacturing capability and industry experience to capture a larger share.
Industrial rubber products, tyres, gloves and specialised rubber components offer another opportunity where Sri Lanka has established manufacturing expertise.
The apparel supply chain is equally promising. Rather than competing directly with African garment factories, Sri Lanka can supply fabrics, elastics, labels, packaging and specialised textile inputs.
Some Sri Lankan apparel manufacturing and export companies already established in Kenya, Togo, Ghana and Ethiopia are importing several of these inputs from Sri Lanka. The supply chain, therefore, already exists. The next step is to move beyond supplying Sri Lankan-owned factories and become a competitive input supplier to the wider African apparel industry.
Other sectors deserving systematic market development include pharmaceuticals and medical consumables, processed foods, biscuits and confectionery, coconut products, cinnamon and spices, electrical products and cables, industrial chemicals, ceramics, light engineering, agricultural equipment and food-processing machinery.
Sri Lanka should also look beyond physical goods. IT, fintech, banking technology, engineering, healthcare, hospitality management and professional services largely escape the freight disadvantage confronting merchandise exports.
The Tariff Problem Can Become an Opportunity
Market access cannot be discussed without tariffs.The East African Community applies a Common External Tariff with bands of 0%, 10%, 25% and 35%, while certain sensitive products attract still higher protection. Simply filling containers in Colombo with finished consumer goods will therefore not always be commercially competitive.
But that obstacle points towards a bigger opportunity: manufacture in Africa.
Sri Lankan businesses could export intermediate materials while undertaking final assembly, manufacturing, processing or packaging in Kenya. Packaging companies could establish converting plants; electrical manufacturers could assemble locally; pharmaceutical companies could explore manufacturing or packaging partnerships; and food companies could undertake final processing closer to consumers.
Kenya would then become more than an export destination. It could become Sri Lanka’s manufacturing and distribution gateway into East and Central Africa.
With the East African Community now comprising eight partner states and extending geographically from the Indian Ocean towards the Atlantic, establishing a regional presence is increasingly more important than viewing each African country in isolation.
West Africa Cannot Be Ignored
Sri Lanka simultaneously needs a West African strategy.
Ghana offers potential as an English-speaking commercial gateway and host of the AfCFTA Secretariat. Nigeria, with its enormous population and consumer economy, should be approached as a major market in its own right, despite its greater regulatory, currency and operational complexity.
ECOWAS tariff bands of 0%, 5%, 10%, 20% and 35% again make product selection critical. Sri Lanka should concentrate on products with sufficient differentiation and margins to absorb freight, tariffs and distributor costs.
Pharmaceuticals demonstrate both the opportunity and the challenge. Nigeria imported approximately US$766 million in pharmaceuticals in 2025, with India supplying roughly US$394 million and China US$131 million. Ghana imported approximately US$301 million, with India supplying about US$140 million.
Sri Lanka cannot simply offer another generic product and expect to beat India on price. We must identify specialised products, reliable supply arrangements, partnerships and, where commercially justified, local production or packaging.
Stop Promoting Sectors—Identify Products
Sri Lanka now needs an Africa Export Opportunity Study based on individual products, not broad sectors.
The Export Development Board, Foreign Ministry, chambers and private sector should jointly identify 15–20 priority products. For each product, Sri Lanka should calculate the HS code, African annual import demand, principal suppliers, Chinese and Indian market shares, applicable duties, freight from Colombo, regulatory requirements, distributor margins and final landed price.
That will tell us where Sri Lanka genuinely has a competitive advantage.
The Commercial Test
Before spending resources promoting a product, apply one simple test:
African import demand + Sri Lankan production capability + tariff + freight + distributor margin + regulatory cost = final landed competitiveness against China, India and local African production.
Only products that pass this test should receive concentrated export-promotion resources.
This would move Sri Lanka away from exhibitions, delegations and general discussions towards what ultimately matters: specific products, specific buyers, specific distributors and actual export orders.
Give Our Missions Targets
Commercial diplomacy must become results-driven. The Government should set clear annual trade and investment targets for every Sri Lankan mission in Africa.
Missions should be evaluated not merely on diplomatic activity, but on buyers and distributors identified, business introductions made, investments facilitated, market barriers resolved and measurable exports generated.
In a competitive Africa, our missions must become active economic frontlines not merely diplomatic outposts.
A practical strategy could operate through three commercial gateways: Nairobi for East and Central Africa, Accra for selected West African markets and Lagos for Nigeria.
Sri Lanka’s total exports of goods and services reached approximately US$17.25 billion in 2025. Capturing even a small additional share of Africa’s enormous import market could, therefore, make a meaningful contribution to export earnings, investment and foreign-exchange generation.
Africa Will Not Wait
Sri Lankan exporters must stop looking at Africa as a distant or difficult market and start treating it as a strategic growth market.
We cannot compete with China and India on scale, but we can compete on quality, specialisation, flexibility and reliability. Exporters must identify country-specific opportunities, establish strong local distributors, build partnerships with African businesses and use Sri Lankan companies already operating on the continent as gateways into regional supply chains.
Where freight and tariffs weaken competitiveness, businesses must be prepared to move towards local assembly, joint ventures and manufacturing in Africa. Exporters cannot do it alone. They need aggressive, measurable and results-driven commercial diplomacy from Sri Lanka’s missions.
Africa is buying. Its markets are being captured now. Sri Lanka must stop watching from the sidelines. We must enter, compete, build our presence and secure our share.
(Ambassador Kana Kananathan is a businessman, Diplomat, lobbyist and an expert in African affairs, with over four decades of experience on the African continent. A long-time resident of Africa, he served as Sri Lanka’s envoy to Uganda and Kenya, with concurrent accreditation to 22 African Nations, and was the permanent representative to UN Habitat and UN environmental Programme. Over the years, he has been the Elections Monitor across the continent, working closely with African governments, and built enduring partnerships with African leaders. He also served as Economic and Investments Advisor to former President Professor Alpha Condé of the Republic of Guinea)
Features
Memories and Midnight Magic: Recipe for a perfect 31st Night dance
The heart of a great 31st Night dance is memory, and memories come rushing back when those 70s, 80s and 90s golden oldies begin to play — those timeless tunes that make revellers, young and old, rush to the floor and dance the night away.
A perfect 31st Night is not just a party. It is a journey. A journey through time.
The music should flow like a love story. Start slow, start soft. Let couples glide into a waltz for romance. Let the floor come alive with a twist, a rock ‘n’ roll, a jive. Let nostalgia build with beautiful sing-along oldies generally associated with a New Year’s Eve dance.
This is the art that many of our entertainers seem to have forgotten.
The final hour, before midnight, is sacred. It should be collective energy at its peak. The entire crowd, on the dance floor, linking arms, swaying together, singing, at the top of their voices, those sing-along favourites.
Yes, I’m referring to those immortal, nostalgic favourites that unite the world: ‘This Land Is Your Land,’ ‘You Are My Sunshine,’ ‘When The Saints Go Marching In,’ ‘Roll Out The Barrel,’ ‘Celebration,’ ‘She’ll Be Coming Round The Mountain,’ ‘Happy Days Are Here Again,’ and so many more.
One wonders if some of our modern entertainers have even heard of these nostalgia anthems that traditionally lead up to the dawning of the New Year! This is not just music; this is ritual.
Then comes THE moment: Lights dim. Music pauses. A hush falls. The countdown begins — 10, 9, 8… — hugs, wishes, tears of joy, and then … ‘Auld Lang Syne.’ Hands crossed, voices united, bidding farewell to the old and welcoming the new. That moment makes or breaks the night.
Here is the truth that many genuine 31st Night revellers feel but hesitate to say — an overdose of baila music at New Year’s Eve events is NOT welcome.
Of course, baila is required. Baila is our Sri Lankan heartbeat! But a 31st Night dance is for everyone.
When it’s ONLY baila, the twist and rock n’ roll lovers, the waltz kings and queens feel left out. And they are the very people who MADE nostalgia! They are the die-hard revellers who have kept the 31st Night spirit alive for decades.
A family mentioned to me that they went along with friends for a 31st Night dance, in the city, to usher in 2026, and were thoroughly disappointed with the setup.
The bands in attendance, they said, failed to generate the excitement generally associated with a 31st Night event.
If given a free hand, the music at certain Colombo venues will be mostly baila, and that is going to disappoint many. Some are already worried that it will be just a baila scene this year, as well.
A memorable 31st Night respects all rhythms … yes, a waltz for romance, a twist and rock n’ roll for that 60s magic, a cha-cha, a slow foxtrot, and then the baila, after the countdown anthem.
That balance is what makes it inclusive, classy, and truly fun-filled.
Organisers, especially in Colombo, should keep this in mind: let it be 70% nostalgia – Western, and 30% baila, with the last hour left for pure baila madness, after the New Year is in!
Organisers must work out the programme for their 31st Night and instruct the entertainers to follow those instructions. The band should not dictate the night; the spirit of nostalgia should.
This New Year, let’s give Colombo what it truly wants — memories, midnight magic, and music for every soul on the floor.
Let’s dance into 2027 with class.
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