Features
OPERATING SEVEN HOTELS – Part 44
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
At the beginning of 1981, I was transferred to the John Keells corporate office in Colombo. I was proud to get this opportunity to work within the largest group of companies in Sri Lanka. I had been promoted from my previous post of Manager, Hotel Swanee to number two of Keells’ hotel company, Hotel Management & Marketing Services Limited (HMMS). My wife and I quickly settled in well into the Colombo social life style with regular trips to Keells hotels on the weekends. I also re-commenced judo at the Central YMCA. Having stopped judo for six years to focus on building my career as a resort hotelier on the south coast, I was happy to get an opportunity to practice judo, and study for judo grade promotion tests once again, whenever my busy work schedule allowed me to do so.

It was a big adjustment to get used to the corporate culture of John Keells which was very different to the living in and working at resort hotels. Since the nationalization of tea plantations by the socialist government in the early 1970s, John Keells commenced diversifying to multiple industries, including tourism and hospitality. In 1981, some 33 years after Ceylon/Sri Lanka gained independence from British colonizers, John Keells was still headed by two Brits (Chairman Mark Bostock and Deputy Chairman David Blackler). Nevertheless, I liked the atmosphere at the head office as John Keells had a unique and dynamic culture. It faced the historic Beira Lake built by the Portuguese colonizers in the 16th century to prevent Colombo from being re-captured by Sinhala kings and their armies.
John Keells Corporate Office in 1981
Having 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. 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 during my graduate student years in the United Kingdom. Later in 1985, he supported the re-hiring of me to John Keells to manage their two largest hotels (The Lodge and The Village) as the General Manager.
Mark Bostock, was a great visionary leader but a little eccentric. All the executives came to work in our company cars dressed in shirt and tie, but our chairman took pride in coming to work on a scooter from his home in Colombo seven. His usual attire was a white shirt, no tie, white shorts and long white stockings, exactly the way he dressed for work during his early career as a tea planter. He enjoyed a good drink. One day at an office party, his wife was annoyed that he had a couple of extra drinks. She stopped addressing him as ‘Mark’ and said to him, “Bostock, time to go home. I will drive!” They left immediately. She was a very proper English lady and they made a good couple. I also knew their daughter Clair who was studying hotel management in the United Kingdom.
In addition to the directors, senior executives, executives and secretaries, there were office aides who served us excellent tea regularly. They also brought us our mail and office memos. During this pre internet and email era, we depended on them to have speedy inter office communications. One of the earliest memories at the corporate office that I fondly remember is how Mark Bostock often distributed memos from the Chairman’s office personally. “How are you settling in the head office, Chandana?” he asked me in my first week during one of his visits to my office. “Here are some memos for you”. He handed over a few papers to me and left very quickly. It was his clever way of getting some exercise while checking different offices and engaging in a causal conversation with all levels of his vast growing team.
At that time, most of the directors in the top of the group hierarchy were tea specialists or chartered accountants. They usually hired male management trainees with a middle-class English-speaking upbringing and from good schools. Most of those trainees had excelled in sports. These trainees were in their late teens and had no post-secondary education. John Keells tended to hire the attitude and train the skills. Those who learnt the ropes quickly and were dynamic, rose rapidly in the corporate ladder to board positions with impressive stock options. Once they got in, hardly anyone thought of leaving John Keells. They played a “long stay ball game” which provided job security, fun and great career prospects. They also had to play corporate politics and watch carefully where the wind is blowing.

In 1981, we knew that ‘charismatic’ Ken Balendra was destined to become the first Sri Lankan chairman of the group within a few years. Since he had such a good relationship with the two Brits at the helm, some of us in a light-hearted manner, referred to him as ‘Blackstock’, of course behind his back. We also fondly referred to him as ‘Ken Bala.’ One day when I addressed him as ‘Sir’, he tapped on my shoulder and said, “Chandana, call me Ken.”
Having managed the Maintenance and Projects Department at John Keells for a few years, my father-in-law, Captain D. A. Wickramasinghe (Captain Wicks) had been promoted by the board to re-organize and manage the outbound travel company of the group, Silverstock. That company focused on Buddhist pilgrimages to India and Nepal.
As all at the corporate office worked a half day every Saturday morning, I was ready in a shirt and tie for my first Saturday at John Keells. “Chandi, change into something more casual on Saturdays which is the Beer Day @ Keells”, Captain Wicks suggested to me. When I asked for clarification, he said that, “On Saturdays we work for a couple of hours catching up on outstanding work and plan for the next week. Then everybody is served beer and we socialize a little before going home for lunch.”
Building a Corporate Hotel Team
Hotel Management and Marketing Services (HMMS) was a small office at that time as it was started in 1979 with just two people, Director – Operations, Bobby Adams and his secretary. I became the first Manager – Operations in 1981. Our team quickly expanded to have an Engineer, Credit Controller, Hotel Reservations Coordinator and a Management Trainee. There was a vacancy for a Food and Beverage Manager on my team, so I initiated the recruitment of a well-qualified and experienced hotelier who had been educated in Beirut, Lebanon and at the oldest and the best-known hotel school in the world, The École hôtelière de Lausanne, Switzerland (Chris Weeratunga) to that position. Later, when I left John Keells, Chris was promoted to my position.
Accounting and financial services were provided by a team led by Senior Finance Director, Vivendra Lintotawela (who later in the year 2000, became the Group Chairman). He was very focused on raising our average daily room rates. Sales and marketing support was provided by Walkers Tours. The central purchasing unit of John Keells coordinated most of the purchases for our hotels.
HMMS team managed seven properties in 1981. There were four resort hotels on the South West coast – Bayroo, Swanee, Ceysands and Ambalangoda. I often went to Habarana to be engaged in operational projects at the Village and for pre-opening projects for the Lodge. The Kandy Walkin project (later opened as Hotel Citadel) was still in the planning stage, but I used to occasionally go to the Keells holiday bungalow on that site with my family and friends visiting from Austria. It was a beautiful spot close to the Mahaweli River.
Managing Temple Trees, the residence of the Prime Minister and his family, was a demanding management contract. I visited Temple Trees occasionally to support Fazal Izzadeen, our manager there and his team. Given the personal friendship Bobby Adams had with Prime Minister R. Premadasa, the Director – Operation had to be personally involved in managing this prestigious property. Being 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.
In Colombo, we had negotiated to take over the management of Ceylinco Hotel. “Finally, the Ceylinco deal was signed and sealed today Chandi. I would like you to take over the management of this hotel and re-organize it from now on. I know your style, and as you prefer, you have a totally free hand”, Bobby informed me. He knew that I had a personal friendship with the Ceylinco Group Chairman, Lalith Kotalawala, which was useful in taking over Ceylinco Hotel housed in, at one time the tallest building in Sri Lanka. Lalith and his wife Sicille, loved Hotel Swanee, where they used to visit occasionally when I was the manager there.

Taking over the Management of Ceylinco Hotel
One of the first things I did at Ceylinco Hotel was to have one on one discussions with each member of the management team of Ceylinco Hotel. The hotel manager decided to leave after the change. My choice for the new manager was to internally promote the Food & Beverage Manager of Ceylinco Hotel, Kesara Jayatilake as the Hotel Manager. Bobby thought that we should appoint a manager experienced with HMMS, but when he realized that I was very keen about Kesara, Bobby agreed with my suggestion.
With six popular restaurants and bars, this hotel needed a manager who was a specialist in food and beverage operations. In addition, I was impressed with Kesara’s well-established social connections in Colombo. After his promotion as manager of Ceylinco Hotel, Kesara was extremely loyal to me until his untimely death a little over a decade later, after managing a few well-known hotels in Sri Lanka, such as Lihinia Surf and Browns Beach Hotel. He was my good friend and I sorely missed him.
The rooftop restaurant of Ceylinco Hotel, Akasa Kade was a charming place. It was famous for its Sri Lanka specialities including egg hoppers. Music for dancing at Akasa Kade was provided by the popular band named after its legendary band leader and the lead singer, ‘Sam the Man’. It was also very popular for business lunches. I loved going to Akasa Kade in the evenings
I transferred a few food and beverage management and supervisory stars who worked with me at other hotels, to Ceylinco to strengthen Kesara’s team. We introduced theme events and opened a new evening restaurant using the front car park of the building which was never full after office hours. After brainstorming with the new management team of Ceylinco Hotel, we developed a concept unique to Sri Lanka in the early 1980s and gave the new restaurant a Sinhala name – ‘Para Haraha’ (Across the Road). It was the first ever side walk café in Sri Lanka.

An Assignment in Hong Kong
In the midst of my busy schedule with HMMS, Bobby Adams entrusted me, on short notice, with a very special assignment in Hong Kong. He wanted me to quickly plan and organize a large Sri Lankan and Maldivian food festival at the Hotel Furama InterContinental, Hong Kong. It was an important, two-week tourism promotional festival, in partnership with a few organizations. They were represented by well-known leaders of the tourist industry, such as M. Y. M. Thahir of Walkers Tours, Pani Seneviratne of Ceylon Tourist Board and Ahamed Didi of Universal Resorts, The Maldives.
The InterContinental Hotel Group was expected to be represented by a senior Sous Chef from their five-star hotel in Colombo. The festival included 28 large buffets for lunch and dinner over 14 days, promoting Sri Lankan cuisine and a few dishes from the Maldives. The Hotel Furama InterContinental had agreed to provide three of their cooks to assist the Guest Executive Chef representing Sri Lanka.
At the eleventh hour, the Executive Chef of Hotel Ceylon InterContinental, who was a Swiss-German, had refused to release his second in command to travel to Hong Kong. He had been concerned that the support in Hong Kong was inadequate to produce 28 large buffets over 14 days. He wanted three Sri Lankan additional chefs from his brigade to be provided with air tickets to Hong Kong. That request was not accepted by Air Lanka, the airline sponsor of festival.
The reputation of Walkers Tours (a key subsidiary of John Keells Group) as the main organizer of the festival was at stake. Bobby asked me, “Chandi, we need someone like you to rise to the occasion. Can you please help our company by organizing all aspects of food for this festival in Hong Kong?” I planned the menus, calculated quantities of all ingredients and purchased a few key buffet decorations on the same day from Laksala, and took off on an Air Lanka flight to Hong Kong the very next day. Having ceased to be an Executive Chef, two years prior to that, it was a challenging assignment for me, but I always loved a challenge!

During the flight, I was thinking of my father’s advice given to me just before my trip. He said, “Chandana, try your best to do even a short trip to China after the food festival. Future global tourism will be divided into two – China and the rest of the world! Don’t miss this opportunity.” As a former state visitor to China in the 1950s and the author of the first-ever Sinhala book about China in the 1960s, my father had a deep knowledge about China’s past and the present. Therefore, I was not surprised by his prediction for the future, although in 1981, it was difficult to imagine how China would eventually become one of the four top tourist destinations in the world.
Features
Matrimony in crisis: Economic volatility, youth outflow, and changing fabric of Sri Lankan families – I
by Prof. M. W. Amarasiri de Silva
Sri Lanka’s official crude divorce rate is among the lowest in the world, sitting at roughly 0.15 divorces per 1,000 people per year, which translates to about nine legally finalised divorces, daily, nationwide. However, legal scholars and sociologists emphasise that this figure does not reflect a lack of marital distress or separation. Instead, the low official number is primarily a result of the country’s stringent legal framework, complex judicial procedures, and deep-seated socio-cultural factors that prevent couples from seeking formal legal dissolutions.
A primary driver of the low official rate is Sri Lanka’s fault-based legal framework under general civil law. Unlike jurisdictions that allow “no-fault” divorce or swift mutual consent dissolutions, Sri Lankan civil law requires a petitioning spouse to legally prove specific statutory grounds in court, such as adultery, malicious desertion, or incurable impotence present at the time of marriage. Proving these fault grounds often leads to protracted, emotionally exhausting, and financially draining court battles, discouraging many individuals from pursuing a final decree. Furthermore, personal status matters for Muslim Sri Lankans are governed separately under the Quazi court system via the Muslim Marriage and Divorce Act, which operates under distinct statutory procedures.
Because navigating the formal legal system is so cumbersome and costly, hundreds of couples choose informal separation rather than court litigation. Living apart without legally dissolving the marriage on paper remains a common alternative, meaning official marriage registries undercount the true rate of domestic breakdown. Additionally, strong cultural norms, family expectations, economic dependencies, and social stigma—particularly affecting women—exert significant pressure on spouses to remain legally married even when cohabitation has permanently ceased.
Sri Lanka and other countries
Comparing Sri Lanka, India, and the United States reveals stark contrasts in divorce rates, legal frameworks, and societal attitudes toward marital dissolution. Statistically, Sri Lanka reports an official crude divorce rate of approximately 0.15 divorces per 1,000 people, annually, while India reports a rate of roughly 1 per 1,000. In contrast, the United States records a significantly higher crude divorce rate of around 2.5 per 1,000 people, with roughly 40% to 45% of first marriages ending in divorce. However, these figures reflect distinct judicial mechanisms and cultural expectations rather than a simple measure of marital harmony.
The primary legal distinction lies in the availability of “no-fault” divorce mechanisms. All 50 US.states allow no-fault divorce, enabling either party to dissolve a marriage by citing irreconcilable differences without assigning blame. India occupies a middle ground, where major personal law codes—such as the Hindu Marriage Act—permit divorce by mutual consent, provided the couple undergoes a court-mandated waiting period intended for potential reconciliation. Sri Lanka maintains the most restrictive regime among the three, requiring a petitioning spouse under general civil law to prove specific statutory faults, such as adultery or malicious desertion, through formal adversarial court proceedings.
Pluralistic personal law systems also shape how marital disputes are handled in South Asia compared to North America. Both Sri Lanka and India apply distinct personal status laws, based on religious or ethnic identity, such as Kandyan and Muslim laws in Sri Lanka, or Hindu, Muslim, and Christian personal codes in India. In contrast, the US relies strictly on uniform state civil codes for property division, spousal maintenance, and child custody, eliminating religious adjudication from the legal process.
Official divorce rates in Sri Lanka and India significantly undercount actual marital breakdowns. High legal costs, protracted court battles, and strong social stigma often lead estranged couples in both South Asian nations to choose informal, permanent separation over formal legal proceedings. In the United States, clear statutory procedures for asset distribution and custody arrangements encourage individuals to formally conclude their marriages through the judicial system rather than living in legal limbo.
Unmarried Sri Lankans
Data from the Department of Census and Statistics reveals that the proportion of the population that has never married has risen dramatically to over 40 percent. This shift reflects a major demographic transition characterised by delayed marriages, changing socio-economic priorities, and economic instability that has led many young adults to postpone or forego marriage altogether.
While both men and women are increasingly remaining unmarried, the trend manifests differently across genders due to distinct socio-demographic factors. Men generally marry at an older age than women—with the average age at first marriage rising toward 29 years for men compared to around 25 to 26 years for women. As a result, in younger adult cohorts, a noticeably higher percentage of men remain single at any given time.
Conversely, a different demographic dynamic affects women in older age cohorts. Sri Lanka exhibits a distinct gender imbalance in its total population, with women outnumbering men—there are roughly 93 males for every 100 females nationwide. This imbalance, combined with higher female life expectancy and significant labour migration of men seeking overseas employment, creates a structural shortage of eligible partners for women in certain age groups, contributing to a growing number of women remaining unmarried or living alone in later life.
The marriage expectations and ages by gender can be inferred through matrimonial advertisements in newspapers. Matrimonial advertisements, published in leading Sri Lankan weekend newspapers, offer a revealing look into the country’s shifting demographic trends and evolving marital preferences. These classified sections, traditionally placed by parents or family elders, rather than the individuals themselves, reflect a structured marriage market where personal expectations, economic security, and socio-cultural compatibility intersect.
The age profile of individuals advertised in these columns mirrors the broader national trend toward delayed marriage. For women, the typical age range featured in listings spans from 24 to 32 years, while for men, advertisers generally range between 28 and 38 years. Furthermore, advertisements for individuals in their late thirties, forties, or older have become increasingly common, particularly in notices seeking secondary marriages following a legal divorce or the loss of a spouse. The concentration of listings in older age brackets highlights how higher educational pursuits, career establishment, and economic challenges have pushed marriage further into adulthood.
Horoscope compatibility
Expectations detailed in newspapers emphasise a combination of traditional socio-cultural criteria and modern status indicators. Horoscope compatibility remains a fundamental requirement across a large majority of listings, alongside considerations of caste, religion, and regional background. Personal character is heavily weighted, with advertisements for men frequently specifying a desire for non-smoking, non-drinking partners, while descriptions for women routinely emphasise moral standing, domestic capability, and physical attributes.
Socio-economic standing and professional qualifications serve as primary benchmarks in prospective partner selection. Listings placed by women’s families heavily prioritise male suitors with secure employment in established sectors, such as medicine, engineering, law, management, or government service, alongside evidence of financial stability or asset ownership. Advertisements for men similarly seek educated and career-minded partners, though often balancing professional credentials with traditional family values. Notably, both publications feature a substantial proportion of listings placed by or seeking non-resident Sri Lankans and dual citizens, reflecting the strong pull of foreign residency and international mobility as desirable attributes in prospective matches.
Horoscope matching and dowry expectations in Sri Lankan matrimonial advertisements reflect a delicate interplay between longstanding cultural traditions and modern socio-economic realities. These two elements serve as primary filtering mechanisms during the initial stages of family-mediated matchmaking, helping families gauge spiritual alignment, family background, and long-term economic compatibility.
Horoscope compatibility remains a nearly indispensable prerequisite across a vast majority of Sinhala and Hindu marriage notices. Advertisements routinely include explicit phrases such as “send copy of horoscope with reply” or “astrologically compatible match sought,” underscoring the belief that planetary positions at birth dictate marital longevity, health, and mutual prosperity. Families often consult professional astrologers (nakath karayo) to compare charts (Janma-pathra) before engaging in direct personal meetings. Beyond general alignment, specific astrological conditions—such as Kuja Dosha or planetary placements associated with delayed marriage—are actively declared or sought out to ensure balanced pairings, making astrological clearance the first major gatekeeper in the proposal process.
Dowry expectations
Dowry expectations have undergone a significant transformation in contemporary Sri Lanka, evolving from explicit demands for wealth into subtle indicators of financial security and asset sharing. While direct references to cash or specific dowry amounts have largely disappeared from modern newspaper classifieds due to changing social norms, advertisements routinely signal material contributions through references to family assets. Listings placed by a bride’s family frequently highlight inherited residential properties, land parcels, vehicles, or substantial financial savings, framed positively as background assets rather than a mandatory transaction. Conversely, advertisements placed by grooms’ families often emphasise secure professional income and housing ownership, establishing an expectation of shared socio-economic parity between both lineages.
Ultimately, the portrayal of horoscopes and dowry in matrimonial advertisements illustrates how Sri Lankan families preserve traditional cultural safeguards while adapting to contemporary legal and economic environments. Horoscopes continue to function as an essential spiritual and psychological reassurance of harmony, while evolving dowry practices reflect a mutual investment strategy focused on helping young couples navigate modern economic pressures and establish financial stability.
Digital matrimonial platforms
Digital matrimonial platforms, dedicated matchmaking websites, and social media networks are reshaping traditional matchmaking practices in Sri Lanka. While the core objectives—securing compatible, stable, and family-approved partnerships—remain consistent, the shift to digital infrastructure has decentralised the matchmaking process, giving individuals greater agency while altering how personal data and socio-economic expectations are presented.
Specialised digital matrimony sites, such as Poruwa.lk and Matchmaker.lk, have modernised print classifieds by replacing brevity with structured digital profiles. Unlike newspaper advertisements, which are constrained by line limits and word costs, digital profiles allow candidates, or their families, to upload detailed personal biographies, verified educational certificates, career histories, and multiple photographs. Privacy controls on platforms, like Poruwa.lk, allow users to restrict photo visibility and obscure contact details until a mutual interest is established, offering safety and discretion that public newspaper columns cannot provide.
Social media platforms, particularly dedicated Facebook groups and WhatsApp channels, have democratised proposal exchanges across urban and rural demographics alike. These informal digital groups allow families and self-registering candidates to post notices directly without incurring publishing fees or relying on commercial matchmaking brokers. The interactive nature of social media enables direct messaging between interested parties, reducing the initial lag time typical of postal or phone responses generated by newspaper listings.
Digital matchmaking has also transformed how traditional criteria like horoscopes and dowry assets are handled. Many online platforms integrate digital horoscope software directly into their search filters, enabling automated chart matching before contact is initiated. Similarly, asset preferences are often communicated through structured fields detailing property ownership, foreign residency status, or career mobility, rendering explicit dowry discussions obsolete. By streamlining preliminary vetting, digital platforms allow Sri Lankans, especially young professionals and expatriates, to balance traditional familial expectations with modern efficiency.
Family-mediated marriages
While subtle differences exist in framing, with a popular English weekly in Sri Lanka leaning toward urban, English-speaking, and expatriate circles, and its Sinhala counterpart serving a wider Sinhala-speaking demographic, both mediums demonstrate that family-mediated marriage in Sri Lanka remains deeply anchored in structured compatibility, educational status, and long-term financial security.
Socio-economic factors also drive these decisions differently across genders. For many men, the financial burden of establishing an independent household, securing stable employment, and meeting traditional expectations of financial provision causes prolonged delays in marriage. For women, expanded educational attainment and changing lifestyle expectations mean that marriage is increasingly viewed alongside career goals or personal independence, rather than as an immediate or mandatory life milestone.
The severe economic volatility and escalating inflation experienced in Sri Lanka have acted as direct catalysts in altering traditional family planning and delaying marriage. Establishing a new household requires significant upfront capital, including funding wedding ceremonies, housing deposits, and securing household goods. With sharp rises in the cost of living and persistent real wage stagnation, young adults face immense financial barriers, prompting couples to postpone marriage or avoid formal marital commitments until economic conditions stabilise. (To be continued)
Features
What nature knows that humanity has forgotten
by Dr Debapriya Mukherjee
Former Senior Scientist
Central Pollution Control Board
Human beings often treat nature as an unlimited storehouse, clearing forests, polluting rivers and degrading soil for immediate gain. Animals and plants, without environmental policies or scientific knowledge, survive through relationships with their surroundings and other forms of life. An elephant needs connected habitats; a bee depends on flowers; a tree supports organisms while drawing nutrients from the soil. Humans can understand these connections, yet too often act as if their consequences did not concern us.
Elephants remind us that habitats cannot survive as isolated islands. Elephants disperse seeds and shape vegetation through feeding. Roads, railway lines, mines and settlements can obstruct their movements, increasing the risk of accidents and encounters with people. An elephant entering a village may reflect not only animal behaviour but also habitat fragmentation or changes in access to food and water. Protecting elephants therefore means conserving the corridors connecting essential habitats, not merely preserving separate patches of forest.
Vultures reveal the value of nature’s unsung services. These scavengers consume carcasses and help remove decaying animal material. India’s vulture crisis, linked particularly to exposure to the veterinary drug diclofenac, showed how a chemical used for one purpose can disrupt a distant ecological process. A creature often dismissed as unattractive may perform a service whose loss has far-reaching consequences.
Bees and bats reveal the biological foundations of food security. Bees pollinate many crops and wild plants. Certain bats also pollinate flowers, disperse seeds or consume insects. Habitat destruction, pesticide exposure and loss of food sources can threaten these contributions. Agricultural success cannot be judged by yield alone; the health of pollinators and the wider landscape also matter.
- Frog
- Bee
Frogs can warn us of environmental disturbance. Many amphibians have permeable skin and depend on both aquatic and terrestrial habitats. Some populations are sensitive to pollution, pesticides, habitat loss and disease. Frogs also consume insects and provide food for birds, snakes and other animals. Their decline does not identify a particular pollutant by itself, but it can warrant investigation. A pond may still hold water while losing important elements of ecological health.
Earthworms and termites reveal the living world beneath our feet. Earthworms contribute to soil structure and organic-matter decomposition. Termites recycle plant material and influence soil formation in many environments. Alongside fungi and bacteria, these organisms sustain processes essential to soil health. This matters to agriculture: applying cow dung or vermicompost does not guarantee a good crop if soil conditions and nutrient requirements are unknown. Agricultural inputs should be chosen according to soil properties, water availability and crop needs.

“Elephants remind us that habitats cannot survive as isolated islands. Elephants disperse seeds and shape vegetation through feeding. roads, railway lines, mines and settlements can obstruct their movements, increasing the risk of accidents and encounters with people.” (A file photo by picture by Dilum Alagiyawanna.)
Fig trees and native grasses show why conservation must respect each habitat’s character. Many fig species depend on specialised fig wasps for pollination, while their fruits feed birds, bats and other animals. Native grasses provide food and shelter for insects, birds and grazing animals. Planting trees everywhere is therefore not necessarily ecological restoration. Converting natural grasslands into tree plantations can damage habitats adapted to open landscapes. Conservation must protect the ecosystem suited to each place, not simply increase tree numbers.
Mangroves and wetland plants provide natural protection. Mangroves support wildlife, trap sediments in suitable conditions and can reduce wave energy and coastal erosion. Wetlands store water, provide habitat and cycle nutrients; some also help moderate flooding. Neither can prevent every cyclone or flood, but destroying these systems without assessing their functions may increase risks and the cost of protecting communities.
Nature is not a world of perfect cooperation. Predators hunt prey, plants compete for sunlight, and organisms sometimes harm one another. Its lesson lies instead in interdependence, environmental limits and the consequences of disruption.
Development is often measured through roads built, buildings completed and economic returns. These achievements matter, but the picture is incomplete when ecological damage is ignored or its costs are transferred to other communities. Science enables us to examine impacts before approving projects, protect wildlife corridors before they are severed, test soil before choosing inputs and assess wetlands before filling them. Knowledge, however, protects nature only when it influences decisions.
Nature does not ask humanity to abandon progress. It asks us to distinguish genuine progress from activities that destroy their own ecological foundations. A vulture, frog, bat, termite or fig tree may seem insignificant in isolation; their importance emerges through the processes they sustain.
The living world offers no simple moral sermon, but a scientific truth: a civilisation that neglects the ecological relationships sustaining life ultimately undermines its own future.
Features
Man Behind the Music: Ananda Ganegoda and Singlanka
A tribute to the man who believed Sri Lankan music deserved the very best
by Vindana Ariyawansa
Some people build companies. Others build institutions that outlive them. When Ananda Ganegoda passed away last week at the age of 81, he left behind something far larger than a business: a cultural landmark whose logo sits on the cassette shelves of countless Sri Lankan homes, and whose songs many of us grew up with without knowing the man who made them possible.
For decades, his name and Singlanka were one and the same. Both stand for the belief that Sri Lankan music deserved the highest standard of quality in its content, its production and its presentation.
“Singlanka: the symbol of excellence in creation and of priceless perfection in finish!”
That was the promise printed in the company’s advertising, and Ananda Ganegoda spent his life trying to keep it.
A friendship that changed a life
In the 1970s, Ganegoda was already a successful businessman from an industrialist family, running enterprises alongside his brothers. Then he met pop singer Milton Mallawarachchi, and the friendship became a turning point.
Through Milton, he came to know many of the country’s most celebrated artistes. He admired them deeply, and they welcomed him into their circle. Before long, the businessman had become something rarer: a patron who supported the country’s artistic endeavours out of genuine love for them.
Worried for the artistes
By the late 1970s the audio cassette had become the most practical way to sell music, and many businessmen rushed into the trade. Ganegoda watched this with concern. He worried about what it meant for singers’ creative and financial independence, and whether the people who made the music would share fairly in its rewards.
At the request of leading artists, he decided to enter music production himself. He did it, by every account, without commercial ambition. His only intention was to serve the artists.
18 March 1980
Singlanka was founded on 18 March 1980 as a limited company. Its founding team was remarkable. Clarence Wijewardana, the celebrated singer and songwriter, joined it. So did the renowned lyricist Kularatna Ariyawansa, who gave up his government job to be part of the venture, and continued to this day as its creative director. Vijaya Ramanayake, owner of the Tharanga record label, took charge of distribution.
Dozens of veteran artists who were close friends of Ganegoda handed over songs they had recorded independently to be released under the new label. Many new songs were recorded under the guidance of Clarence Wijewardana and Vijaya Ramanayake. In April 1980, Singlanka launched with 25 albums at once.
The first cassettes were produced in Singapore and imported. Because Sri Lanka then lacked the facilities to print Sinhala on the covers, the first sleeves carried their titles and information in English. Listeners objected, and the albums were quickly re-released with new covers in Sinhala.
By December 1980, 15 more albums recorded earlier in the year had followed. That same year, the Singlanka recording studio opened in Nugegoda under Clarence Wijewardana’s supervision. Equipped with the latest technology, it produced the country’s first eight-track recordings. Ganegoda invested heavily in it, and with veteran recordist Dayananda Perera at the helm it became the busiest and most respected studio in the country.
One roof, one family
The year 1981 was a landmark for the company. Ganegoda held a strong conviction that artists should not be left at the mercy of a fluctuating cassette market, which made careers unpredictable and unsustainable. If he could give them stability under one roof, he believed, they could give their energy to their art instead of worrying about money.
So, he invited them to join Singlanka, and they came. Amaradeva, Nanda Malini, Victor Rathnayaka, Sanath Nandasiri, Milton Mallawarachchi, Gunadasa Kapuge, Priya Sooriyasena, Sisira Senarathna, Indrani Wijayabandara, Malkanthi Nandasiri, Clarence Wijewardana, Anton Jones, Abeywardana Balasooriya and Niranjala Sarojini became exclusive Singlanka artists. Sunil Edirisinghe, T. M. Jayaratna, Somathilaka Jayamaha, Karunarathna Divulgane, Deepika Priyadarshani, Janaka Wickramasinghe, Rohan Bulegoda and Dayan Witharana joined them later.
Singlanka also produced best-selling albums by H. R. Jothipala, M. S. Fernando, Desmond de Silva, Nihal Nelson and Vijaya Kumaratunga.
The journey was not without heartache. Some ventures did not bear fruit, and it pained him when a few artistes left the label over the years. But the majority stayed, which says something about the man they stayed with.
A company of firsts
Singlanka’s catalogue reads like a record of firsts for Sri Lankan music:
· In April 1981, it released the first film soundtrack on cassette, for Sunil Ariyaratna’s Vajira.
· That year it also released Nanda Malini Live in London, the country’s first live-recorded cassette.
· In 1982, Ganegoda began replicating cassettes in Sri Lanka itself, having previously relied on Singapore. Veteran musician Rohana Weerasinghe left his government teaching post to join the company in 1983.
· In 1983, Prof. Ediriweera Sarachchandra’s iconic play Sinhabahu was released on a double cassette. Noorthi and Nadagam Songs, directed by Punyasena Gunasinghe, followed as another first.
· In 1984, under Sanath Nandasiri’s direction, came Madhubani, the country’s first album of classical instrumentals and songs, launched with a classical concert at Colombo’s Tower Hall.
· The same year, Nanda Malini’s double vinyl album Sathyaye Geethaya was released. Vinyl was not in popular demand at the time, so the experiment was not continued.
· In 1987, one of Ganegoda’s dream projects came true with Dorata Waduma, an album by six talented amateur singers. It introduced the singer Deepika Priyadarshani.
· In 1987, Sansare Api became the first collection of songs written by a member of the clergy, the Venerable Rambukkana Siddhartha.
· In 1989, Dhammapada Geethaya set verses of the Dhammapada to song.
The famous Singlanka logo was designed by Charlie Chang of Singapore. It has since become a timeless emblem of quality Sinhala music. In its first decade alone, Singlanka produced 136 original albums, a remarkable achievement for a company built on original recordings.
A patron of the nation’s culture
Ganegoda’s generosity reached well beyond his own studio. During its first two decades, Singlanka contributed financially to virtually every prominent national artistic event in the country.
In the early 1980s he sponsored concert tours to the United Kingdom for Amaradeva, Sisira Senarathna, Indrani Wijayabandara, Sunil Edirisinghe, Malani Bulathsinhala, Sanath Nandasiri and Malkanthi Nandasiri, carrying Sri Lankan music to audiences abroad.
He supported the first Sarasaviya Film Festival at the BMICH in 1980, the University of Colombo Art Festival, the G. B. Senanayake scholarship at the University of Sri Jayewardenepura, and the Mahagama Sekara Memorial Festival. He supported the Amaradeva felicitation event, the Children’s Books Society’s book exhibitions and prize-givings, the Bandaranaike Memorial Foundation Fund, and the Charles Silva Gunasinghe Memorial Fund. He supported the Vesak Bhakthi Gee Festival of the Lake House Buddhist Society, the “40 Years of Sinhala Cinema” event organised by the film critics and writers’ society, Prof. Sarachchandra’s drama festival, and the Premakeerthi Tribute Festival.
He also helped launch Amaradeva’s Naada Siththam, Dharmasiri Gamage’s Sulan Kurullo, and the concert Mage Swarayayi Obe Ridmayayi by Victor Ratnayake and Premasiri Kemadasa. These are only some of the many occasions on which he quietly gave his support.
More than a company
Today, Ananda Ganegoda’s name and Singlanka are inseparable. Singlanka is more than a record label. It is a cultural emblem of Sri Lanka, one that preserved the country’s musical heritage and identity for a generation and set a benchmark that the industry still looks to.
He began as a businessman who befriended a singer. He became a guardian of Sri Lankan music, giving artists a home, a stage and the security to create. Most of the millions who have hummed those songs may never have known his name. But every time a Singlanka melody plays, his dream is still being heard.
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