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
Civilizational dialogue proving a remote possibility as realpolitik rages
Looking back over the years since the 9/11 catastrophe, it could be said that barring former Iranian President Mohammad Khatami no world political leader of note has made an earnest effort to change the nature of global political discourse for the better. Khatami won world acclaim for his pronouncement that the time is right to launch and sustain a ‘Dialogue among Civilizations’.
This was in marked contrast to US political scientist Samuel P. Huntingdon’s epochal theses, formulated in the wake of 9/11 and other global political tumults that the Post Cold War era is essentially one of conflicts among civilizations. That is, people’s identity markers, such as culture and religion, are the prime shaping forces of international conflicts.
From a Political Realism standpoint, Huntingdon’s theory may seem to have gained in credibility over the years but it is Khatami’s pronouncement that has evoked an empathetic response in the hearts and minds of publics world wide. So much so, 2001 was proclaimed by the UN General Assembly as the ‘Year of Dialogue among Civilizations’.
It could be said that the latter proclamation was an endeavour to give back to humans their essential identity of peace-makers. It was an eschewing of the position that war and conflict are central to the human condition and amounted to upholding constructive dialogue among peoples and civilizations as a path to peace.
That things have not worked out in the world in keeping with the expectations of peace makers does not in any way invalidate the thesis that peace is the essential propensity of humans.
If peace-making is seemingly ineffective it is primarily because the path to peace is narrow, tortuous and time-consuming. On the other hand, violence usually misleadingly recommends itself to the human as the more expedient, cost-effective way out of a conflictual situation. However, the ultimate cost of the latter approach is prohibitive because it brutalizes the human beyond recognition.
Some of the evidence is before our eyes. The Trump administration, for example, has, minus much forethought, unleashed what may be described as a ‘quick-fix’ war against Iran but is now finding that it is in a veritable military quagmire in West Asia. The priority for the administration now seems to be a face-saving escape strategy. Such are the costs of the war option.
However, there is no denying that much remains to be done by the world community to bring peoples and cultures together with a view to enabling them to work as one for the cause of a less dangerous world.
Meanwhile, the broad divisions in international politics continue and past political polarities are lingering to the detriment of enhanced international understanding. The East and the West and the South and the North, for instance, are continuing to work in separate collectives, more or less, and no notable efforts are being made by the international community to bring these sides together for the purpose of united constructive action that could usher greater international well being.
The recent Shanghai Cooperation Organization Summit, 2026, held in Kyrgyztan was a replication of the above broad trends but there were some statements at the forum by Indian Prime Minister Narendra Modi that deserve special scrutiny and comment.
Modi was quoted saying among other things: ‘The land of Gandhi and the land of Buddha share a single message: the path to peace!..We must move away from endless war towards an end to the war. This is essentially for the well being of humanity. A peaceful resolution to all issues at the earliest is the call of humanity, and this is India’s message.’
The above is the language of international peace and unity. It is such language that will help in building bridges among civilizations and advance the cause of world peace. Besides, it will help bring a measure of understanding between North and South.
In this regard, the Trump administration could take a leaf or more from the Modi government. Unless it makes a ‘U turn’, as it were, in the direction of peace and reconciliation it is very unlikely that the US and the world would experience any stability worth speaking of.
Right now the US is savaging the sovereignty of Venezuela. It is a question of the ‘Empire striking back’ but Venezuela is a far cry from Iran. Iran has outsmarted the US on the battle field and is in a position to influence broad trends in the world economy since it still has control over the Hormuz Straits. That is, Iran could exercise a determining influence over world oil, gas and energy prices. In short, the US consumer’s future peace of mind is very much in the hands of Iran.
Given the above backdrop it should have dawned on the US political leadership that working towards cordial relations with Iran is the most advisable option. The US, simply, has too much to lose otherwise.
Likewise, Russia too needs to take a leaf from India. It is plain to see that its invasion of Ukraine is proving totally ineffective. It has not brought any measure of peace for the Russian people. Russia is right now experiencing a rerun of its military misadventure in Afghanistan. On the other hand, sections of the peoples concerned have been victimized and even brutalized.
Accordingly, there needs to be a coming together of democratic opinion worldwide for a fresh consideration of the options facing humanity. There is a dire need for value-based politics to take the place of Realpolitik. Besides, the language of peace and humanity needs to replace current divisive discourse with its stress on polarities and antagonisms.
International organizations of the stature of the UN need to take the lead in spearheading the above initiatives. Right now the UN gives the impression of being a spent force. This columnist hopes that he would be proved wrong on this score because the UN remains the only hope of the poor and victimized. It will be in the interests of all peoples for the UN to rejuvenate itself and dedicate itself increasingly enthusiastically to the cause of international peace.
Whether it be the South or North, dynamic, visionary political leadership and direction emerges as essential. The need is for voices that would espouse peace and accord across boundaries and divisions. For South Asia, India and Pakistan have the potential to fill this lacuna.
Features
Sri Lanka’s constitutional test: Judicial independence beyond immediate political moment
by Shelton Dharmaratne
Sri Lanka has reached an important constitutional moment.
The proposed 22nd Amendment has moved beyond political debate and into the constitutional process through which its validity will be examined. That development should change the character of the national discussion.
That is understandable in a politically contested environment. But Sri Lanka should now resist reducing a question of constitutional design to a contest over political positions.
The deeper issue concerns the relationship between constitutional reform, judicial independence and public confidence in the institutions of the State.
The Supreme Court will determine the constitutional questions before it. Public commentators should therefore exercise restraint in predicting, interpreting or seeking to influence that determination. But restraint does not require silence. It requires a more rigorous discussion of the institutional principles at stake.
A narrower constitutional question than the political debate suggests
The proposed amendment principally concerns the retirement ages of judges of the Supreme Court and Court of Appeal, together with an increase in the maximum number of judges permitted on the Court of Appeal.
Under the proposal, the retirement age of Supreme Court judges would rise from 65 to 67 and that of Court of Appeal judges from 63 to 65. The maximum number of Court of Appeal judges would also increase from 19 to 24.
Other proposed changes concerning the retirement ages of judges in the lower courts arise under separate legislation. This distinction matters because the public debate has sometimes treated the wider package of judicial reform as though it formed a single constitutional proposal.
Nor should the central issue be reduced to whether retaining experienced judges is inherently good or inherently dangerous. Both propositions are too simplistic.
Sri Lanka faces a substantial burden of pending litigation, and delays in the administration of justice impose significant costs on citizens, businesses and the State. Experienced judges represent an institutional resource. Continuity, accumulated knowledge and familiarity with complex areas of law cannot always be replaced immediately.
Those are legitimate policy considerations.
But the opposing concern is equally important: judicial tenure is not merely an employment condition. It is a structural component of judicial independence.
The real question is institutional
The critical question is not whether an individual judge is capable of acting impartially. It is whether the constitutional structure provides adequate protection against circumstances in which judicial tenure could become connected, directly or indirectly, with political authority.
That is an institutional question, not an accusation against individual judges.
A judge may be entirely conscientious and independent while the institutional arrangements surrounding the judiciary nevertheless create public doubts about independence. Constitutional democracies therefore cannot depend solely on the personal integrity of office-holders. They must construct institutions capable of preserving independence even when governments, individuals and political circumstances change.
This is particularly relevant when constitutional reform concerns the tenure of serving members of the superior judiciary.
The institutional sensitivity of such a proposal should neither be exaggerated into an allegation of improper motive nor dismissed as irrelevant. The appropriate response is transparency, procedural fairness and confidence in constitutional safeguards.
Legitimate objectives do not settle constitutional questions
The government has stated that its objectives include strengthening the administration of justice, addressing delays, retaining judicial experience and increasing institutional capacity.
Those objectives deserve serious consideration. Sri Lanka needs judicial reform. Citizens waiting years for their cases to be concluded experience the justice system very differently from those discussing it in Parliament, courtrooms or universities.
A government is therefore entitled to propose reforms designed to improve judicial efficiency.
But legitimate objectives do not automatically resolve constitutional objections. The relevant question is whether the means chosen are compatible with the constitutional structure and whether sufficient safeguards exist against unintended institutional consequences.
That is precisely why constitutional scrutiny matters.
The concerns of the Bar Association of Sri Lanka (BASL) should likewise be examined without political labelling. Opposition to the proposed changes should not automatically be characterised as opposition to judicial reform or an attempt to obstruct the government. At the same time, invoking judicial independence does not place any argument beyond scrutiny.
The appropriate questions are straightforward:
Does extending judicial tenure strengthen the administration of justice?
What risks, if any, could it create for judicial independence?
Are adequate institutional safeguards in place?
Does the proposal operate prospectively, or does it affect judges already serving?
Could the same objectives be achieved by filling vacancies, increasing judicial capacity, improving court administration and strengthening case management?
These questions can be examined rationally without attributing improper motives to either side.
Judicial vacancies and institutional confidence
Recent concerns raised by the BASL regarding judicial vacancies add another dimension to the debate. The BASL has argued that vacancies in the Supreme Court contributed to the retirement of a senior Court of Appeal judge without promotion to the Supreme Court, despite vacancies having existed. It has also raised concerns regarding forthcoming judicial retirements and the need for timely consideration of appointments.
Such matters should not be treated as evidence of the motives behind the proposed amendment. They do, however, illustrate a broader principle.
Judicial independence is shaped not only by the retirement age written into the Constitution. It is also influenced by how vacancies are filled, how promotions are determined, how seniority and merit are assessed, and whether judicial officers and the public believe that institutional decisions are made according to transparent and defensible criteria.
The government has an opportunity to address these concerns constructively.
Prompt appointments based on publicly defensible principles would strengthen confidence in the judiciary irrespective of the eventual outcome of the constitutional debate.
Seniority, merit and transparent criteria
The controversy also exposes a longstanding question concerning judicial appointments.
Seniority has traditionally carried considerable weight in judicial advancement. Yet seniority alone need not be the sole measure of merit. Conversely, replacing established practices with undefined assessments of “merit” could create another institutional problem.
If governments or appointing authorities can determine which judges are sufficiently meritorious without clear and objective criteria, uncertainty itself may become a source of institutional anxiety.
Sri Lanka would therefore benefit from clearer, objective and defensible standards governing judicial appointments and promotions.
Such standards would protect judges as well as appointing authorities. They would reduce opportunities for favouritism, strengthen institutional confidence and make it harder for political actors to portray every appointment as politically motivated.
Institutional rules are stronger safeguards than assurances of good intentions.
The State is larger than any government
One principle deserves particular emphasis: a government is not the State.
Governments are temporary. The constitutional State is continuing. Political parties change, parliamentary majorities change and political priorities change. The judiciary, however, must continue to function independently of whoever occupies the government benches.
The judiciary is neither a government institution in the political sense nor an Opposition institution. It is an institution of the State whose legitimacy depends upon its independence from both.
For that reason, governments should exercise particular caution when proposing constitutional changes affecting the judiciary, even where the policy objectives are legitimate.
The stronger a government is politically, the greater its responsibility to demonstrate institutional restraint.
That is not political weakness. It is constitutional maturity.
Public confidence is a constitutional asset
The most consequential issue may ultimately be neither retirement age nor judicial capacity, but public confidence.
Courts do not possess political power in the conventional sense. Their authority rests substantially on the acceptance of their decisions as legitimate.
Citizens will sometimes disagree with judicial decisions. But where the judiciary is perceived as independent, even unpopular decisions can command respect. If judicial institutions are perceived as being shaped by political convenience, even legally sound decisions may become vulnerable to suspicion.
Constitutional reform affecting judicial tenure must therefore be evaluated not only by its immediate administrative benefits but also by its effect on institutional credibility.
A reform that produces short-term efficiency while weakening confidence in judicial independence could impose a greater long-term cost. Conversely, reform that improves efficiency while preserving independence can strengthen both justice and public trust.
The challenge is not to choose between judicial efficiency and judicial independence. It is to achieve both.
If a referendum arises …
If the constitutional process ultimately requires approval by the people at a referendum, the debate should rise above the conventional government versus Opposition contest.
The electorate should be given a clear constitutional question and sufficient information to assess it.
Citizens should understand what problem the amendment seeks to address, why the proposed mechanism is considered necessary, what institutional risks have been identified, what safeguards exist and whether alternative measures could achieve the same objectives.
A constitutional referendum deserves a higher standard of public discussion than an ordinary election campaign.
The people would not merely be choosing a political side. They would be deciding the institutional framework within which political power and judicial authority operate.
Beyond who wins
The most important question arising from the proposed Twenty-Second Amendment is therefore not simply whether the government succeeds or whether the Opposition and BASL prevail.
Nor is it ultimately whether judicial retirement ages become 67 and 65 or remain unchanged.
Those are immediate constitutional questions. The deeper issue is what Sri Lanka learns from the controversy.
If the government seeks to modernise and strengthen the justice system, that objective deserves serious consideration. If the BASL and others warn that particular reforms may affect judicial independence, those concerns deserve equally serious examination.
Neither side strengthens the country by assuming that the other is acting in bad faith.
The constitutional system is strongest when legitimate disagreements are resolved through institutions rather than political pressure.
Whatever the eventual constitutional outcome, Sri Lanka will still face the underlying challenges of judicial vacancies, case delays, institutional capacity, judicial appointments and public confidence. Those problems will not disappear with a judicial determination, nor should the national conversation end there.
Sri Lanka should instead seek a broader consensus around a fundamental proposition:
Judicial reform and judicial independence are not competing objectives.
The real challenge is to pursue reform in a manner that strengthens the judiciary without placing its independence under suspicion.
That requires sound legislation, transparent appointments, adequate resources, efficient court administration, responsible political conduct and safeguards capable of surviving changes of government.
The present controversy will eventually pass. Political arguments surrounding it will fade.
But constitutional arrangements can endure for decades.
That is why Sri Lanka must look beyond the immediate political contest.
The ultimate test is not who wins today’s constitutional argument. It is whether, when the political moment has passed, Sri Lanka has a judiciary that is more efficient, more accessible and more trusted—while remaining sufficiently independent to hold every government, including future governments, within the boundaries of the Constitution.
Features
Farewell to a Fashion Icon
Sri Lanka’s fashion world lost one of its brightest stars Monday morning – veteran model, actress, and elite pageant trainer Chulpadmendra “Chula” Kumarapathirana.
Her sudden demise has certainly come as a shock to many.
Chula had just completed a major event on Sunday (30th August), and was no more in the land of the living the following day (31st August).
Born in Colombo, she was an old girl of Buddhist Ladies’ College and later studied at the National Institute of Business Management, and has many awesome achievements to her credit.
In 2006, she won the “Miss Tourism Model of the World Press Award” in Tanzania.
She entered the entertainment industry, as an actress, and gained popularity through the teledrama “Wahinna Muthu Wessak.”
Chulpadmendra has been on TV, and many Sri Lankan hip-hop music videos, including “Hanthane” and “Heena Hirimal”, and has had several other minor acting jobs since then.
She hosted the Derana Miss Sri Lanka for Miss World 2008 and even participated in the reality TV show Sirasa Dancing Star.
For over 25 years Chula was active in local and international fashion and founded the Chulpadmendra Catwalk Studio to train young newcomers
She trained hundreds of models for runway, photoshoots, auditions, and international pageants.
She was known as a fierce mentor who believed in “not just learning to walk, but learning to command the runway”.
Many young models called graduating from her studio their “happiest moment.”

Chulpadmendra “Chula” Kumarapathirana: Many young models called graduating
from her studio their “happiest moment.” (L)/ Won the “Miss Tourism Model of the World Press Award” in Tanzania (R)
Chula was very fond of The Island newspaper and kept in touch with us on a regular basis.
Her last message to The Island was a ‘thank you’ note for the article ‘New benchmark in pageant industry’:
“Thank you, Ivan, for writing such a beautiful article about me. Your unwavering support, encouragement, and belief in me throughout my career mean more than words can express. I am truly grateful for your kindness and generosity.
“My heartfelt thanks also go to The Island newspaper for featuring the article. It is a great honour, and I sincerely appreciate the recognition and support.
“Thank you once again.”
In fact, just a couple weeks ago, she sent a photo of herself for our Glam Scene and that picture I publish today, as part of this story.
May she rest in peace. Our deepest condolences to her family, students, and all who loved her.
-
News7 days agoEight politicians in drug kingpin probe
-
Features5 days ago“Wrap Me Up in My Blazer”— A Gentlemanly Bradby Reminiscence
-
Business7 days agoSri Lanka opens up: A new season of direct connectivity
-
Features4 days agoWhen Sri Lankan stories find their own voice
-
Features7 days agoRedefining ageing in Sri Lanka
-
Editorial7 days agoThe toxic legacy of two lakes
-
Business7 days agoJaffna Teaching Hospital secures lifeline water supply via ADB-funded Thalaiyadi sea water desalination plant
-
Features5 days agoJVP/NPP government as seen from outside by Lionel Bopage now domiciled in Australia
