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Ken Balendra’s impact on John Keells

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Ken Balendra

By Sanjeewa Jayaweera
(first published in Feb. 2022)

Much information is available in the public domain about Desamanya Ken Balendra (KB), the visionary Chairman of John Keells Holdings (JKH) who recently celebrated his 81st birthday. For quite some time, I have wanted to pen a tribute to the great man but hesitated to do so as I felt many others ranging from his close friends from school days to those who worked closely with him, are more qualified to write about him.

However, given his advancing age and health challenges, I felt that it was my duty as a former employee of the John Keells Group of over 25 years to express my admiration and appreciation to a man under whose leadership JKH forged to be the largest conglomerate in the country.

Leader par Excellence and Numbers Savvy

Great leaders are a rare breed, whether in politics, sports or business. Arjuna Ranatunga is acknowledged to have been an inspirational leader. He was not the best batsman in the team. However, he galvanized others to perform to their maximum capability, created an ethos of self-belief and risk-taking and used his instincts to strategise a winning formula and backed potential players. Under his astute leadership, a world cup winning team was assembled. I do not think too many will disagree that KB did the same with JKH over a more extended period and left a solid foundation upon which his successors could take the group to even greater heights. Just as Arjuna is synonymous with Sri Lanka cricket KB will always be synonymous with JKH.

Having joined the JKH Group in 1993 as an Assistant Manager, I was appointed as a director of a subsidiary company only about a year before KB retired in 2000. My day-to-day interactions with him, therefore, were minimal. Still, his influence and leadership style were ever-present in the working environment. My early recollections of him were how he smiled and greeted whomever he met when walking along the corridor. Despite his stature, he seemed friendly.

However, I soon realized that most of my superiors were pretty nervous or even petrified when preparing for meetings with him. As a member of the finance team of the hotel sector, I remember extensively collating figures and information for them before a meeting. They all knew that KB was pretty savvy with figures. In the book “They Call Him Ken”, authored by Savithri Rodrigo (SR), the former Group Finance Director Anushya Coomaraswamy expresses her amazement at KB’s grasp of numbers despite not having formal financial training. She further states, “He expected answers for questions he brings up and stops you peremptorily in the corridor if he wants an answer. So, you had to have the facts and figures at your fingertips. That is the kind of training which keeps you on the ball. If you didn’t have the data he wanted, he was not happy, and he showed it!”

Work Ethic and Super Sense of Humour

The JKH culture was built around the principle “play hard, play smart, play together and have fun.” The Chairman was undoubtedly an embodiment of such a work ethic. Moreover, his sense of humour was legendry amongst those who worked closely with him. Many anecdotes are chronicled in the book referred to in the previous paragraph and Richard Simon’s account of JKH titled “Legacy”.

The one that I enjoy the most is how KB as a board director, had requested David Blackler (DB), the then deputy chairman, to get board approval to buy a new vehicle for the company trading in diamonds to replace the sad-looking Sri Lankan assembled Upali Mazda. KB felt this was necessary to be on equal footing with the wealthy gem merchants who used to turn up in rather expensive cars. However, DB had said that this would not be possible as the board was, in any case, weary of the project. So, the story goes about how KB then proposed that DB, a white Englishman, dress up as KB’s chauffeur as none of the gem merchants had a white chauffeur! KB had felt that this should negate the disadvantage of arriving in a dilapidated car! I am sure the story has undergone a few iterations over the years, but hopefully, the readers will appreciate KB’s humour.

Succession Planning

One of KB’s most profound and far-reaching decisions early into his tenure as Chairman of JKH was appointing Susantha Ratnayake, Ajit Gunewardene and Anushya Coomaraswamy, all in their early thirties, to the Board of John Keells Holdings Plc. It was highly unusual for Sri Lankan companies or, for that matter, anywhere else in the world to appoint people as young as that to the main board of the holding company that was also listed. As SR in her book says, “His perceptive judgment of people has proven to be spot on.”

No doubt in appointing them, he was thinking of succession planning, a crucial but often neglected aspect of leadership. He undoubtedly would have been pleased when Susantha and Ajit took over as Chairman and Deputy Chairman in 2005 and successfully steered the group to even greater performance for nearly 15 years.

During KB’s tenure, senior management was structured into three layers known as “A” team, “B” team, and Team 2020. Although it might sound hierarchical, it was more a case of fitting people to slots where the seniors could mentor them and also give them an indication of their future path in the group as long as they kept performing. Team 2020 comprised talented youngsters he believed would be in senior management of JKH by 2020. Coincidently when I retired in 2018, nearly 80 per cent of the twenty senior-most had been at JKH for more than two decades.

Significant Investments and Initiatives during the decade

The substantial investments and initiatives JKH undertook under KB’s leadership are explained below. They have all stood the test of time and have contributed significantly to the JKH bottom line over an extended period.

The acquisition of the Whittalls Group in 1991 for Rs 300 million was to prove an excellent decision. At the time, however, the investment was considered risky by many in the private sector. The two hotels were in financial difficulties due to the civil war raging from 1984. In addition, Ceylon Cold Stores (CCS) was under government control, and the unions were ruling the roost. Nevertheless, the deal gave JKH ownership of two hotels (291 rooms) in Bentota, Hikkaduwa, and CCS, the manufacturer of Elephant House soft drinks and ice creams owned nine acres of prime land in Colombo. Despite severe challenges, particularly from the unions, the JKH team comprising Sumithra Gunasekera, Raji Goonewardena and Jit Guneratne slowly but surely brought about the necessary changes to CCS to be a highly profitable enterprise and compete on equal footing with Coca Cola on market share. As a result, I believe the initial investment was recovered in less than five years.

In 1994 JKH raised US$ 35 million by issuing Global Depository Receipts (GDR) from overseas investors. It was a first of its kind by a Sri Lankan company, and its success was a feather in the cap of JKH and KB and his team comprising Kailasapillai, the deputy chairman, Ajith and Anushya. The issue of GDR taking place amidst a civil war speaks volumes of KB’s vision and confidence in JKH and, of course, the investors in JKH. The JKH share has been the most sought after by foreign investors, and until recently, nearly 50 per cent of the shareholding was with foreign investors.

In 1995 the JKH Employee Share Option scheme was introduced and launched. I believe we were one of the first to introduce this rewards scheme in Sri Lanka. Once again, it was a brilliant initiative to bring a sense of ownership and loyalty amongst the management staff. Undoubtedly, the scheme’s success in the ensuing years enabled many of us who worked at JKH in that era to build a secure financial safety net for ourselves.

In 1996 JKH invested in the Maldives by acquiring an 80-bedroom hotel. It was our first overseas investment, and I was fortunate to be involved in the acquisition. Our management team comprising of less than 10 quickly transformed a “dead” hotel into a thriving property. When I joined JKH, I realized that one of JKH’s great strengths was its systems and procedures and was thrilled to see how seamlessly they were implanted in the Maldives. Jagath Fernando, the then MD of the Leisure Sector and Jayantissa Kehelpannala, the Head of Sales, Marketing and Operations, provided excellent leadership that contributed to our success. As a result, the investment was recovered in a record quick time of fewer than four years. Given the lucrative returns, JKH quickly added more properties in the Maldives to its portfolio and the Maldives is now a significant contributor to the group.

In 1999 JKH and P&O, a renowned international shipping line, and several others entered into an agreement with GOSL and the SLPA to develop the South Asia Gateway Terminal (SAGT). This was after four years of arduous negotiations! The project was the brainchild of Susantha Ratnayake, the then head of the transport and logistics sector of JKH.

A great story that is part of JKH folklore is how when Lord Sterling, the Chairman of P&O, had said, “Ken, do you know that the issued capital of this company is going to be about a hundred million dollars and we from P&O are putting in twenty-six million dollars. What can you do?” Without batting an eyelid, KB had said, “We’ll match it.” Vivendra Lintotawella, the then Deputy Chairman and Susantha had a shock and thought, ‘Chairman, has gone bonkers.’ However, KB explains in the book ‘Legacy’ that JKH had the money from the GDR issue. That SAGT has been a highly successful investment is to state the obvious.

Retirement from JKH and the Legacy

On December 31, 2000, KB retired from JKH and handed over the baton to Lintotawela. It was the end of an era for us all who had worked with him. During his tenure, JKH had grown to be a highly diversified conglomerate with the highest market capitalization on the Colombo Stock Exchange. In its December 1998 edition, Fortune magazine listed JKH among the top 10 stocks in Asia. However, for most of us, his impact as the first Sri Lankan Chairman of JKH went way beyond just numbers. His skills as a visionary leader, combined with his uncanny ability to select and promote people who can deliver, made many of us perform that extra bit which is the difference between being good and excellent. He made us believe that anything is possible and wanted his team to “think big.” It was a way of life. For many of us, JKH was “the family.”

In her book, Savithri sums it up quite appropriately “What most old hands cannot forget is that Ken was inextricably linked with both the past leadership and pending legacy of John Keells. Some would even venture to say that John Keells is what it is in the present largely because of Ken – an assumption that Ken, with his usual modesty, dismisses lightly.”

In my view, the ethos that he created has resulted in JKH being voted as “the most admired” corporate entity in Sri Lanka for decades. Undoubtedly, those who succeeded him have continued his excellent work and even built on them. I was mighty pleased to read recently that the JKH Annual Report was voted the most transparent. I am not surprised because that is the culture that has existed in the group.

Charming, Charismatic yet Outspoken Statesmen

Despite being a hard taskmaster, as his former boss, David Blackler, says, ” Bala’s personality was a fine blend of charm and charisma, an asset that was a much sought after commodity in a rapidly expanding and diversifying conglomerate.” No doubt a quality that benefited JKH immensely over the years when dealing with politicians, overseas business partners, diplomats and even tricky superiors and subordinates! Given JKH’s significant exposure to the leisure industry, relationships with our overseas business partners during the civil war were crucial.

Romesh David of JKH says in the book, “In the chaotic aftermath of the 1983 riots saw major charter tour operators, many of which were global giants, retain their commitments to Sri Lanka based solely on the assurances given by Ken, driven by the confidence and close personal rapport they had with him. Being articulate, personable, warm, and friendly added to his charm and the building of some strong business relationships in his time.”

The book by SR includes a pictorial representation of a Reuter report titled “Private Sector Needs Guts.” The article, I believe, was published in 1994. It states, ” Mr Balendra, who as the chief executive officer, has guided the fortunes of the 125-year-old company since 1990, is one of the few private-sector bosses unafraid to express strong views on the country’s political, economic and social fabric.” KB had said, ‘The private sector should openly be able to criticize the government, suggest policies. That does not mean we are in politics,’ The report goes on to say, “His outspoken views have probably caused the company trouble. It fell foul of former president Ranasinghe Premadasa two years ago and was the target of a vicious campaign by rivals and state-owned media.”

I doubt my article has done sufficient justice to Mr Balendra. I feel I have just touched the tip of the iceberg. I am sure many will write with greater authority about the Corporate Colossus, who was voted by LMD in 2003 as the most effective business leader in Sri Lanka since the country’s independence in 1948.

I would also like to acknowledge Ms. Savithri Rodrigo, the author of They Call Him Ken, from which I’ve quoted extensively.

The article was initially published in the Sunday Island edition on 27 February 2022 and is being republished because Ken Balendra passed away on February 3, 2025.

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Lasting solutions require consensus

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Social Media training

Problems and solutions in plural societies like Sri Lanka’s which have deep rooted ethnic, religious and linguistic cleavages require a consciously inclusive approach. A major challenge for any government in Sri Lanka is to correctly identify the problems faced by different groups with strong identities and find solutions to them. The durability of democratic systems in divided societies depends less on electoral victories than on institutionalised inclusion, consultation, and negotiated compromise. When problems are defined only through the lens of a single political formation, even one that enjoys a large electoral mandate, such as obtained by the NPP government, the policy prescriptions derived from that diagnosis will likely overlook the experiences of communities that may remain outside the ruling party. The result could end up being resistance to those policies, uneven implementation and eventual political backlash.

A recent survey done by the National Peace Council (NPC), in Jaffna, in the North, at a focus group discussion for young people on citizen perception in the electoral process, revealed interesting developments. The results of the NPC micro survey support the findings of the national survey by Verite Research that found that government approval rating stood at 65 percent in early February 2026. A majority of the respondents in Jaffna affirm that they feel safer and more fairly treated than in the past. There is a clear improving trend to be seen in some areas, but not in all. This survey of predominantly young and educated respondents shows 78 percent saying livelihood has improved and an equal percentage feeling safe in daily life. 75 percent express satisfaction with the new government and 64 percent believe the state treats their language and culture fairly. These are not insignificant gains in a region that bore the brunt of three decades of war.

Yet the same survey reveals deep reservations that temper this optimism. Only 25 percent are satisfied with the handling of past issues. An equal percentage see no change in land and military related concerns. Most strikingly, almost 90 percent are worried about land being taken without consent for religious purposes. A significant number are uncertain whether the future will be better. These negative sentiments cannot be brushed aside as marginal. They point to unresolved structural questions relating to land rights, demilitarisation, accountability and the locus of political power. If these issues are not addressed sooner rather than later, the current stability may prove fragile. This suggests the need to build consensus with other parties to ensure long-term stability and legitimacy, and the need for partnership to address national issues.

NPP Absence

National or local level problems solving is unlikely to be successful in the longer term if it only proceeds from the thinking of one group of people even if they are the most enlightened. Problem solving requires the engagement of those from different ethno-religious, caste and political backgrounds to get a diversity of ideas and possible solutions. It does not mean getting corrupted or having to give up the good for the worse. It means testing ideas in the public sphere. Legitimacy flows not merely from winning elections but from the quality of public reasoning that precedes decision-making. The experience of successful post-conflict societies shows that long term peace and development are built through dialogue platforms where civil society organisations, political actors, business communities, and local representatives jointly define problems before negotiating policy responses.

As a civil society organisation, the National Peace Council engages in a variety of public activities that focus on awareness and relationship building across communities. Participants in those activities include community leaders, religious clergy, local level government officials and grassroots political party representatives. However, along with other civil society organisations, NPC has been finding it difficult to get the participation of members of the NPP at those events. The excuse given for the absence of ruling party members is that they are too busy as they are involved in a plenitude of activities. The question is whether the ruling party members have too much on their plate or whether it is due to a reluctance to work with others.

The general belief is that those from the ruling party need to get special permission from the party hierarchy for activities organised by groups not under their control. The reluctance of the ruling party to permit its members to join the activities of other organisations may be the concern that they will get ideas that are different from those held by the party leadership. The concern may be that these different ideas will either corrupt the ruling party members or cause dissent within the ranks of the ruling party. But lasting reform in a plural society requires precisely this exposure. If 90 percent of surveyed youth in Jaffna are worried about land issues, then engaging them, rather than shielding party representatives from uncomfortable conversations, is essential for accurate problem identification.

North Star

The Leader of the Lanka Sama Samaja Party (LSSP), Prof Tissa Vitarana, who passed away last week, gave the example for national level problem solving. As a government minister he took on the challenge the protracted ethnic conflict that led to three decades of war. He set his mind on the solution and engaged with all but never veered from his conviction about what the solution would be. This was the North Star to him, said his son to me at his funeral, the direction to which the Compass (Malimawa) pointed at all times. Prof Vitarana held the view that in a diverse and plural society there was a need to devolve power and share power in a structured way between the majority community and minority communities. His example illustrates that engagement does not require ideological capitulation. It requires clarity of purpose combined with openness to dialogue.

The ethnic and religious peace that prevails today owes much to the efforts of people like Prof Vitarana and other like-minded persons and groups which, for many years, engaged as underdogs with those who were more powerful. The commitment to equality of citizenship, non-racism, non-extremism and non-discrimination, upheld by the present government, comes from this foundation. But the NPC survey suggests that symbolic recognition and improved daily safety are not enough. Respondents prioritise personal safety, truth regarding missing persons, return of land, language use and reduction of military involvement. They are also asking for jobs after graduation, local economic opportunity, protection of property rights, and tangible improvements that allow them to remain in Jaffna rather than migrate.

If solutions are to be lasting they cannot be unilaterally imposed by one party on the others. Lasting solutions cannot be unilateral solutions. They must emerge from a shared diagnosis of the country’s deepest problems and from a willingness to address the negative sentiments that persist beneath the surface of cautious optimism. Only then can progress be secured against reversal and anchored in the consent of the wider polity. Engaging with the opposition can help mitigate the hyper-confrontational and divisive political culture of the past. This means that the ruling party needs to consider not only how to protect its existing members by cloistering them from those who think differently but also expand its vision and membership by convincing others to join them in problem solving at multiple levels. This requires engagement and not avoidance or withdrawal.

 

by Jehan Perera

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Unpacking public responses to educational reforms

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A pro-government demonstration calling for the implementation of the education reforms. (A file photo)

As the debate on educational reforms rages, I find it useful to pay as much attention to the reactions they have excited as we do to the content of the reforms. Such reactions are a reflection of how education is understood in our society, and this understanding – along with the priorities it gives rise to – must necessarily be taken into account in education policy, including and especially reform. My aim in this piece, however, is to couple this public engagement with critical reflection on the historical-structural realities that structure our possibilities in the global market, and briefly discuss the role of academics in this endeavour.

Two broad reactions

The reactions to the proposed reforms can be broadly categorised into ‘pro’ and ‘anti’. I will discuss the latter first. Most of the backlash against the reforms seems to be directed at the issue of a gay dating site, accidentally being linked to the Grade 6 English module. While the importance of rigour cannot be overstated in such a process, the sheer volume of the energies concentrated on this is also indicative of how hopelessly homophobic our society is, especially its educators, including those in trade unions. These dispositions are a crucial part of the reason why educational reforms are needed in the first place. If only there was a fraction of the interest in ‘keeping up with the rest of the world’ in terms of IT, skills, and so on, in this area as well!

Then there is the opposition mounted by teachers’ trade unions and others about the process of the reforms not being very democratic, which I (and many others in higher education, as evidenced by a recent statement, available at https://island.lk/general-educational-reforms-to-what-purpose-a-statement-by-state-university-teachers/ ) fully agree with. But I earnestly hope the conversation is not usurped by those wanting to promote heteronormativity, further entrenching bigotry only education itself can save us from. With this important qualification, I, too, believe the government should open up the reform process to the public, rather than just ‘informing’ them of it.

It is unclear both as to why the process had to be behind closed doors, as well as why the government seems to be in a hurry to push the reforms through. Considering other recent developments, like the continued extension of emergency rule, tabling of the Protection of the State from Terrorism Act (PSTA), and proposing a new Authority for the protection of the Central Highlands (as is famously known, Authorities directly come under the Executive, and, therefore, further strengthen the Presidency; a reasonable question would be as to why the existing apparatus cannot be strengthened for this purpose), this appears especially suspect.

Further, according to the Secretary to the MOE Nalaka Kaluwewa: “The full framework for the [education] reforms was already in place [when the Dissanayake government took office]” (https://www.wsws.org/en/articles/2025/08/12/wxua-a12.html, citing The Morning, July 29). Given the ideological inclinations of the former Wickremesinghe government and the IMF negotiations taking place at the time, the continuation of education reforms, initiated in such a context with very little modification, leaves little doubt as to their intent: to facilitate the churning out of cheap labour for the global market (with very little cushioning from external shocks and reproducing global inequalities), while raising enough revenue in the process to service debt.

This process privileges STEM subjects, which are “considered to contribute to higher levels of ‘employability’ among their graduates … With their emphasis on transferable skills and demonstrable competency levels, STEM subjects provide tools that are well suited for the abstraction of labour required by capitalism, particularly at the global level where comparability across a wide array of labour markets matters more than ever before” (my own previous piece in this column on 29 October 2024). Humanities and Social Sciences (HSS) subjects are deprioritised as a result. However, the wisdom of an education policy that is solely focused on responding to the global market has been questioned in this column and elsewhere, both because the global market has no reason to prioritise our needs as well as because such an orientation comes at the cost of a strategy for improving the conditions within Sri Lanka, in all sectors. This is why we need a more emancipatory vision for education geared towards building a fairer society domestically where the fruits of prosperity are enjoyed by all.

The second broad reaction to the reforms is to earnestly embrace them. The reasons behind this need to be taken seriously, although it echoes the mantra of the global market. According to one parent participating in a protest against the halting of the reform process: “The world is moving forward with new inventions and technology, but here in Sri Lanka, our children are still burdened with outdated methods. Opposition politicians send their children to international schools or abroad, while ours depend on free education. Stopping these reforms is the lowest act I’ve seen as a mother” (https://www.newsfirst.lk/2026/01/17/pro-educational-reforms-protests-spread-across-sri-lanka). While it is worth mentioning that it is not only the opposition, nor in fact only politicians, who send their children to international schools and abroad, the point holds. Updating the curriculum to reflect the changing needs of a society will invariably strengthen the case for free education. However, as mentioned before, if not combined with a vision for harnessing education’s emancipatory potential for the country, such a move would simply translate into one of integrating Sri Lanka to the world market to produce cheap labour for the colonial and neocolonial masters.

According to another parent in a similar protest: “Our children were excited about lighter schoolbags and a better future. Now they are left in despair” (https://www.newsfirst.lk/2026/01/17/pro-educational-reforms-protests-spread-across-sri-lanka). Again, a valid concern, but one that seems to be completely buying into the rhetoric of the government. As many pieces in this column have already shown, even though the structure of assessments will shift from exam-heavy to more interim forms of assessment (which is very welcome), the number of modules/subjects will actually increase, pushing a greater, not lesser, workload on students.

A file photo of a satyagraha against education reforms

What kind of education?

The ‘pro’ reactions outlined above stem from valid concerns, and, therefore, need to be taken seriously. Relatedly, we have to keep in mind that opening the process up to public engagement will not necessarily result in some of the outcomes, those particularly in the HSS academic community, would like to see, such as increasing the HSS component in the syllabus, changing weightages assigned to such subjects, reintroducing them to the basket of mandatory subjects, etc., because of the increasing traction of STEM subjects as a surer way to lock in a good future income.

Academics do have a role to play here, though: 1) actively engage with various groups of people to understand their rationales behind supporting or opposing the reforms; 2) reflect on how such preferences are constituted, and what they in turn contribute towards constituting (including the global and local patterns of accumulation and structures of oppression they perpetuate); 3) bring these reflections back into further conversations, enabling a mutually conditioning exchange; 4) collectively work out a plan for reforming education based on the above, preferably in an arrangement that directly informs policy. A reform process informed by such a dialectical exchange, and a system of education based on the results of these reflections, will have greater substantive value while also responding to the changing times.

Two important prerequisites for this kind of endeavour to succeed are that first, academics participate, irrespective of whether they publicly endorsed this government or not, and second, that the government responds with humility and accountability, without denial and shifting the blame on to individuals. While we cannot help the second, we can start with the first.

Conclusion

For a government that came into power riding the wave of ‘system change’, it is perhaps more important than for any other government that these reforms are done for the right reasons, not to mention following the right methods (of consultation and deliberation). For instance, developing soft skills or incorporating vocational education to the curriculum could be done either in a way that reproduces Sri Lanka’s marginality in the global economic order (which is ‘system preservation’), or lays the groundwork to develop a workforce first and foremost for the country, limited as this approach may be. An inextricable concern is what is denoted by ‘the country’ here: a few affluent groups, a majority ethno-religious category, or everyone living here? How we define ‘the country’ will centrally influence how education policy (among others) will be formulated, just as much as the quality of education influences how we – students, teachers, parents, policymakers, bureaucrats, ‘experts’ – think about such categories. That is precisely why more thought should go to education policymaking than perhaps any other sector.

(Hasini Lecamwasam is attached to 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.

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Chef’s daughter cooking up a storm…

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Emma being congratulated on her debut Sinhala single // Emma Shanaya: At the launch of ‘Sanasum Mawana

Don Sherman was quite a popular figure in the entertainment scene but now he is better known as the Singing Chef and that’s because he turns out some yummy dishes at his restaurant, in Rajagiriya.

However, now the spotlight is gradually focusing on his daughter Emma Shanaya who has turned out to be a very talented singer.

In fact, we have spotlighted her in The Island a couple of times and she is in the limelight, once gain.

When Emma released her debut music video, titled ‘You Made Me Feel,’ the feedback was very encouraging and at that point in time she said “I only want to keep doing bigger and greater things and ‘You Made Me Feel’ is the very first step to a long journey.”

Emma, who resides in Melbourne, Australia, is in Sri Lanka, at the moment, and has released her very first Sinhala single.

“I’m back in Sri Lanka with a brand new single and this time it’s a Sinhalese song … yes, my debut Sinhala song ‘Sanasum Mawana’ (Bloom like a Flower).

“This song is very special to me as I wrote the lyrics in English and then got it translated and re-written by my mother, and my amazing and very talented producer Thilina Boralessa. Thilina also composed the music, and mix and master of the track.”

Emma went on to say that instead of a love song, or a young romance, she wanted to give the Sri Lankan audience a debut song with some meaning and substance that will portray her, not only as an artiste, but as the person she is.

Says Emma: “‘Sanasum Mawana’ is about life, love and the essence of a woman. This song is for the special woman in your life, whether it be your mother, sister, friend, daughter or partner. I personally dedicate this song to my mother. I wouldn’t be where I am right now if it weren’t for her.”

On Friday, 30th January, ‘Sanasum Mawana’ went live on YouTube and all streaming platforms, and just before it went live, she went on to say, they had a wonderful and intimate launch event at her father’s institute/ restaurant, the ‘Don Sherman Institute’ in Rajagiriya.

It was an evening of celebration, good food and great vibes and the event was also an introduction to Emma Shanaya the person and artiste.

Emma also mentioned that she is Sri Lanka for an extended period – a “work holiday”.

“I would like to expand my creativity in Sri Lanka and see the opportunities the island has in store for me. I look forward to singing, modelling, and acting opportunities, and to work with some wonderful people.

“Thank you to everyone that is by my side, supporting me on this new and exciting journey. I can’t wait to bring you more and continue to bloom like a flower.”

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