Features
Settling Down, Betty Boothroyd and Boris Becker
CONFESSIONS OF A GLOBAL GYPSY
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
I quickly settled down managing the Lodge and the Village in Habarana, North Central Sri Lanka, as the General Manager of both resorts. Our customers were mainly Europeans spending two weeks in Sri Lanka. They came on charter flights of key European tour operators represented in Sri Lanka by Walkers Tours, the travel arm of my employer, John Keells Group. Most of these travel groups stayed at the Habarana resort complex for two or three nights, while doing daily excursions to key ancient capital cities and historic attractions of Sri Lanka – Anuradhapura, Polonnaruwa, Dambulla and Sigiriya.
Habarana is located right in the middle of the cultural triangle of the country, and relatively close to six of the eight UNESCO World Heritage sights in Sri Lanka. That strategic location was a key consideration when Habarana was chosen in the early 1970s to develop a resort with a unique concept – the Village, which opened in 1976. Encouraged with its overwhelming success, John Keells opened a more luxurious sister hotel – the Lodge, six years later. Having joined the group initially in 1977, I had some involvement with the Village and the Lodge project, until I left them in 1981. Four years later, in 1985, I re-joined.
In addition to managing the two resorts, I managed a large farm with the assistance of a qualified farm manager who reported to me. The farm cultivated vegetables and fruits to supply both resorts and used kitchen food waste to feed around 35 pigs raised there. This was a new experience for me. I enjoyed commencing the day with a long walk around the 40-acre property and a visit to the farm. While the farm marked one of our boundaries, another boundary was the Habarana Lake, with boating facilities for guests. A part of the complex land touched a forest with wild animals.

Changing the Culture of the Resort Complex
Our team of 18 managers worked day and night, irrespective of weekends and public holidays. Once a month, each of the managers took a week off to go home. Senior managers had family accommodation on a complimentary full-board basis. The two resorts were very busy during breakfast when tour buses lined up to pick up guests to take them for their day excursions. Lunch service time was always the least busy period for us. Most of us broke the day in two, with a few hours of relaxation before dinner service when the resorts came alive again with buffets, flamed food, cocktails, entertainment, and bands providing music for dancing.
After my first week in Habarana, I identified a major problem. The two resort management teams did not communicate with each other. It was a no-brainer that collaboration and sharing best practices would have benefited both resorts providing mutual benefits. However, stemming from some petty differences from the past and conflicts when the two hotels were led by two different hotel managers, the two teams continued to behave in a selfish manner. I realized that sorting this problem was my top priority to improve team spirit, productivity, efficiency and profitability.
I arranged 18 one on one meetings with the managers. Each of them was asked to make one positive suggestion to me to bring the teams closer. After that, I promoted both Assistant Managers as Executive Assistant Managers who had a joint meeting with me every morning, to make joint decisions related to common areas such as purchasing, training and staff welfare. I relocated my apartment to the middle of the complex in between both resorts.
I then arranged a mixed team water polo game every day with all 18 managers from 4:00 pm to 6:00 pm. We alternated the venue between the Village and the Lodge swimming pools. Families of the senior managers watched us play. In between the game we had refreshments and tea for the management team hosted by each hotel on alternate days. That did the trick. Soon the old scars healed, we enjoyed each other’s company and worked together like one big family.
I changed my daily routine after that. After my long morning walk around the complex and my standing meeting with the farm manager, I attended a breakfast meeting with the management team of the Lodge. After that I worked in my office at the Lodge. Around noon, I went to the Village to have a lunch meeting with their management team. Those two meetings were chaired by each respective Executive Assistant Manager, who I empowered a lot and delegated all day-to-day operations. I was just an observer at these meetings, but privately coached both of them If I felt that they could have done better.
After lunch, I worked at my office at the Village till 4:00 pm. Then it was time for water polo. Around 6:30 pm we all came back to work hard. When my wife and I did not have any dinner obligations of hosting VIPs or tour operators, we had dinner with the two Executive Assistant Managers and their families in one of their apartments. Depending on the next day’s schedule, at times we played chess and monopoly till late. Soon I commenced a series of management development workshops for our team of 18 managers. They were very interactive and everyone learnt from each other. We became an excellent team.
One day the Managing Director of Walkers Tours, Ken Balendra called me. “Don’t you have excess cold room facilities?” When I confirmed that we did, he assigned me some additional duties. “Look Chandana, we are commencing a new company – Keells Food Products, with mainly meat products. Our vision is to eventually make it the largest such company in Sri Lanka. We have hired a master butcher from England who is setting up the factory operation, close to Colombo. We would like you to set up the food distribution network for Keells Food Products in the North Central Province.”
I immediately hired a Food Distribution Coordinator and bought a large refrigerated van. After that I reduced my direct reports to just five people – two Executive Assistant Managers, Farm Manager, Executive Secretary and Food Distribution Coordinator. Two Financial Controllers had a dotted reporting line to me.
VIP Guests
Occasionally we had visits by very important persons, and I personally looked after them. We organized a tree planting ceremony for each of those VIPs. Often, we gave them a choice of the plant, and arranged a plaque next to the tree indicating the name and the position of the VIP, as well as the name of the plant, its botanical name and the date it was planted. These tree planting ceremonies were popular. Whenever a VIP returned to Habarana, they wanted to see the growing plant and take a photograph next to it.
One of those VIPs was Betty Boothroyd (later, Baroness Boothroyd), Member of Parliament for West Bromwich, in the United Kingdom. Betty had many interesting stories to share and I liked her company. One day over dinner at the Lodge, she asked me, “Did you know that I was dancer, as a member of the Tiller Girls dancing troupe appearing in the London Palladium in late 1940s and early 1950s?” She then said, “I got into politics when my dancing career was shortened due to a foot infection.”
In 1960, she had travelled to the USA to see the Kennedy campaign. After that she began work in Washington D.C. as a legislative assistant to an American Congressman, for two years. Betty was also involved with the United Kingdom and Sri Lanka friendship Society, and that meant she was a regular visitor to Sri Lanka.
On a rainy day, she planted a carefully selected mango tree in our garden. Occasionally when she wrote to me, she asked how her tree was doing. A year later, she told me that she would visit Habarana again within two weeks. When I checked with the Farm Manager as to how her mango tree was doing, he casually mentioned “Her mango tree died!” I was not amused. I ordered the Farm Manager to find a mango plant which was around a year old and plant it in the same spot. When Betty returned, she did not notice that it was another tree. She took several photographs of it to show her friends in England.
Our friendship continued for a few years. In 1992 she was elected Speaker of the House of Commons, being the first woman ever to hold that prestigious position. When I sent her a congratulatory message, she invited me to her workplace. In 1993, during a visit to England, Betty kindly hosted me at the House of Commons. I was grateful to Betty for giving me such an opportunity.
Record Breaking July 7th
Riding the wave of executive optimism and team spirit, I initiated a series of new products. We opened a new à la carte restaurant at the Village and an art gallery at the Lodge, to showcase local artists. We also organized regular sport competitions to motivate our staff. We increased the number of buffets and cocktail sales in both resorts.
Sunday, July 7th, 1985, was a memorable day for me. A few managers gathered around the Don Martin’s Bar (named after the head barman with 40 years’ cocktail making experience at the famous Galle Face Hotel) at the Village. Knowing that the manager’s water polo game was relatively violent, a bar supervisor told me, “Sir, the villagers believe that July 7th is a bad day. Better avoid your water polo game, today”. We had a good reason to take his advice. Having watched the quarter-final and semi-final matches, we were keen to watch the men’s single finals of Wimbledon tennis, on the large TV screen at the bar.
We were shocked when a 17-year-old unknown tennis player from West Germany, Boris Becker won the title. Boris broke three main records that day. He was the youngest, the first German and the first unseeded player to win the greatest accolade in the world of Tennis.
“How many German tourists are arriving today?”, I asked the front office manager of the Village. When I heard that there would be over 120 West Germans arriving at the hotel within an hour, I motivated the Head Barman to create a new cocktail. Based on his experience in the past, he created a mish-mash cocktail with a blend of Tia Maria, black coffee, peppermint schnapps, and whipped cream and sprinkled chocolate powder on top. It was served on a side plate covered with black, red, and yellow striped paper napkins left by a West German tour leader. We named the cocktail ‘Boris Becker Serves’. We asked the bar staff to quickly do advance preparations to produce 100 Boris Becker Serves.
We then got the hotel artist to prepare a poster, with a message written in German by our food and beverage manager, who was trained in West Germany for five years. The poster was prominently displayed at the front office. When the coaches of hundreds of West German tourists arrived, I requested that manager who was fluent in German go to each coach and announce with the tour guide’s microphone, the good news about Boris’s big win and our cocktail to celebrate it. He wore a German hat and a tie while making those announcements to loudly cheering German tourists.
That day, we sold over 250 Boris Becker Serves, and broke all previous records at the Village for bar sales on a single day!
Features
Cyclones, greed and philosophy for a new world order
Further to my earlier letter titled, “Psychology of Greed and Philosophy for a New World Order” (The Island 26.11.2025) it may not be far-fetched to say that the cause of the devastating cyclones that hit Sri Lanka and Indonesia last week could be traced back to human greed. Cyclones of this magnitude are said to be unusual in the equatorial region but, according to experts, the raised sea surface temperatures created the conditions for their occurrence. This is directly due to global warming which is caused by excessive emission of Greenhouse gases due to burning of fossil fuels and other activities. These activities cannot be brought under control as the rich, greedy Western powers do not want to abide by the terms and conditions agreed upon at the Paris Agreement of 2015, as was seen at the COP30 meeting in Brazil recently. Is there hope for third world countries? This is why the Global South must develop a New World Order. For this purpose, the proposed contentment/sufficiency philosophy based on morals like dhana, seela, bhavana, may provide the necessary foundation.
Further, such a philosophy need not be parochial and isolationist. It may not be necessary to adopt systems that existed in the past that suited the times but develop a system that would be practical and also pragmatic in the context of the modern world.
It must be reiterated that without controlling the force of collective greed the present destructive socioeconomic system cannot be changed. Hence the need for a philosophy that incorporates the means of controlling greed. Dhana, seela, bhavana may suit Sri Lanka and most of the East which, as mentioned in my earlier letter, share a similar philosophical heritage. The rest of the world also may have to adopt a contentment / sufficiency philosophy with strong and effective tenets that suit their culture, to bring under control the evil of greed. If not, there is no hope for the existence of the world. Global warming will destroy it with cyclones, forest fires, droughts, floods, crop failure and famine.
Leading economists had commented on the damaging effect of greed on the economy while philosophers, ancient as well as modern, had spoken about its degenerating influence on the inborn human morals. Ancient philosophers like Plato, Aristotle, and Epicurus all spoke about greed, viewing it as a destructive force that hindered a good life. They believed greed was rooted in personal immorality and prevented individuals from achieving true happiness by focusing on endless material accumulation rather than the limited wealth needed for natural needs.
Jeffry Sachs argues that greed is a destructive force that undermines social and environmental well-being, citing it as a major driver of climate change and economic inequality, referencing the ideas of Adam Smith, John Maynard Keynes, etc. Joseph Stiglitz, a Nobel Laureate economist, has criticised neoliberal ideology in similar terms.
In my earlier letter, I have discussed how contentment / sufficiency philosophy could effectively transform the socioeconomic system to one that prioritises collective well-being and sufficiency over rampant consumerism and greed, potentially leading to more sustainable economic models.
Obviously, these changes cannot be brought about without a change of attitude, morals and commitment of the rulers and the government. This cannot be achieved without a mass movement; people must realise the need for change. Such a movement would need leadership. In this regard a critical responsibility lies with the educated middle class. It is they who must give leadership to the movement that would have the goal of getting rid of the evil of excessive greed. It is they who must educate the entire nation about the need for these changes.
The middle class would be the vanguard of change. It is the middle class that has the capacity to bring about change. It is the middle class that perform as a vibrant component of the society for political stability. It is the group which supplies political philosophy, ideology, movements, guidance and leaders for the rest of the society. The poor, who are the majority, need the political wisdom and leadership of the middle class.
Further, the middle class is the font of culture, creativity, literature, art and music. Thinkers, writers, artistes, musicians are fostered by the middle class. Cultural activity of the middle class could pervade down to the poor groups and have an effect on their cultural development as well. Similarly, education of a country depends on how educated the middle class is. It is the responsibility of the middle class to provide education to the poor people.
Most importantly, the morals of a society are imbued in the middle class and it is they who foster them. As morals are crucial in the battle against greed, the middle class assume greater credentials to spearhead the movement against greed and bring in sustainable development and growth. Contentment sufficiency philosophy, based on morals, would form the strong foundation necessary for achieving the goal of a new world order. Thus, it is seen that the middle class is eminently suitable to be the vehicle that could adopt and disseminate a contentment/ sufficiency philosophy and lead the movement against the evil neo-liberal system that is destroying the world.
The Global South, which comprises the majority of the world’s poor, may have to realise, before it is too late, that it is they who are the most vulnerable to climate change though they may not be the greatest offenders who cause it. Yet, if they are to survive, they must get together and help each other to achieve self-sufficiency in the essential needs, like food, energy and medicine. Trade must not be via exploitative and weaponised currency but by means of a barter system, based on purchase power parity (PPP). The union of these countries could be an expansion of organisations,like BRICS, ASEAN, SCO, AU, etc., which already have the trade and financial arrangements though in a rudimentary state but with great potential, if only they could sort out their bilateral issues and work towards a Global South which is neither rich nor poor but sufficient, contented and safe, a lesson to the Global North. China, India and South Africa must play the lead role in this venture. They would need the support of a strong philosophy that has the capacity to fight the evil of greed, for they cannot achieve these goals if fettered by greed. The proposed contentment / sufficient philosophy would form a strong philosophical foundation for the Global South, to unite, fight greed and develop a new world order which, above all, will make it safe for life.
by Prof. N. A. de S. Amaratunga
PHD, DSc, DLITT
Features
SINHARAJA: The Living Cathedral of Sri Lanka’s Rainforest Heritage
When Senior biodiversity scientist Vimukthi Weeratunga speaks of Sinharaja, his voice carries the weight of four decades spent beneath its dripping emerald canopy. To him, Sri Lanka’s last great rainforest is not merely a protected area—it is “a cathedral of life,” a sanctuary where evolution whispers through every leaf, stream and shadow.
“Sinharaja is the largest and most precious tropical rainforest we have,” Weeratunga said.
“Sixty to seventy percent of the plants and animals found here exist nowhere else on Earth. This forest is the heart of endemic biodiversity in Sri Lanka.”
A Magnet for the World’s Naturalists
Sinharaja’s allure lies not in charismatic megafauna but in the world of the small and extraordinary—tiny, jewel-toned frogs; iridescent butterflies; shy serpents; and canopy birds whose songs drift like threads of silver through the mist.
“You must walk slowly in Sinharaja,” Weeratunga smiled.
“Its beauty reveals itself only to those who are patient and observant.”
For global travellers fascinated by natural history, Sinharaja remains a top draw. Nearly 90% of nature-focused visitors to Sri Lanka place Sinharaja at the top of their itinerary, generating a deep economic pulse for surrounding communities.
A Forest Etched in History
Centuries before conservationists championed its cause, Sinharaja captured the imagination of explorers and scholars. British and Dutch botanists, venturing into the island’s interior from the 17th century onward, mapped streams, documented rare orchids, and penned some of the earliest scientific records of Sri Lanka’s natural heritage.
These chronicles now form the backbone of our understanding of the island’s unique ecology.
The Great Forest War: Saving Sinharaja
But Sinharaja nearly vanished.
In the 1970s, the government—guided by a timber-driven development mindset—greenlit a Canadian-assisted logging project. Forests around Sinharaja fell first; then, the chainsaws approached the ancient core.
“There was very little scientific data to counter the felling,” Weeratunga recalled.
- Poppie’s shrub frog
- Endemic Scimitar babblers
- Blue Magpie
“But people knew instinctively this was a national treasure.”
The public responded with one of the greatest environmental uprisings in Sri Lankan history. Conservation icons Thilo Hoffmann and Neluwe Gunananda Thera led a national movement. After seven tense years, the new government of 1977 halted the project.
What followed was a scientific renaissance. Leading researchers—including Prof. Savithri Gunathilake and Prof. Nimal Gunathilaka, Prof. Sarath Kottagama, and others—descended into the depths of Sinharaja, documenting every possible facet of its biodiversity.
“Those studies paved the way for Sinharaja to become Sri Lanka’s very first natural World Heritage Site,” Weeratunga noted proudly.
- Vimukthi
- Nadika
- Janaka
A Book Woven From 30 Years of Field Wisdom
For Weeratunga, Sinharaja is more than academic terrain—it is home. Since joining the Forest Department in 1985 as a young researcher, he has trekked, photographed, documented and celebrated its secrets.
Now, decades later, he joins Dr. Thilak Jayaratne, the late Dr. Janaka Gallangoda, and Nadika Hapuarachchi in producing, what he calls, the most comprehensive book ever written on Sinharaja.
“This will be the first major publication on Sinharaja since the early 1980s,” he said.
“It covers ecology, history, flora, fauna—and includes rare photographs taken over nearly 30 years.”
Some images were captured after weeks of waiting. Others after years—like the mysterious mass-flowering episodes where clusters of forest giants bloom in synchrony, or the delicate jewels of the understory: tiny jumping spiders, elusive amphibians, and canopy dwellers glimpsed only once in a lifetime.
The book even includes underwater photography from Sinharaja’s crystal-clear streams—worlds unseen by most visitors.
A Tribute to a Departed Friend
Halfway through the project, tragedy struck: co-author Dr. Janaka Gallangoda passed away.
“We stopped the project for a while,” Weeratunga said quietly.
“But Dr. Thilak Jayaratne reminded us that Janaka lived for this forest. So we completed the book in his memory. One of our authors now watches over Sinharaja from above.”
An Invitation to the Public
A special exhibition, showcasing highlights from the book, will be held on 13–14 December, 2025, in Colombo.
“We cannot show Sinharaja in one gallery,” he laughed.
“But we can show a single drop of its beauty—enough to spark curiosity.”
A Forest That Must Endure
What makes the book special, he emphasises, is its accessibility.
“We wrote it in simple, clear language—no heavy jargon—so that everyone can understand why Sinharaja is irreplaceable,” Weeratunga said.
“If people know its value, they will protect it.”
To him, Sinharaja is more than a rainforest.
It is Sri Lanka’s living heritage.
A sanctuary of evolution.
A sacred, breathing cathedral that must endure for generations to come.
By Ifham Nizam
Features
How Knuckles was sold out
Leaked RTI Files Reveal Conflicting Approvals, Missing Assessments, and Silent Officials
“This Was Not Mismanagement — It Was a Structured Failure”— CEJ’s Dilena Pathragoda
An investigation, backed by newly released Right to Information (RTI) files, exposes a troubling sequence of events in which multiple state agencies appear to have enabled — or quietly tolerated — unauthorised road construction inside the Knuckles Conservation Forest, a UNESCO World Heritage site.
At the centre of the unfolding scandal is a trail of contradictory letters, unexplained delays, unsigned inspection reports, and sudden reversals by key government offices.
“What these documents show is not confusion or oversight. It is a structured failure,” said Dilena Pathragoda, Executive Director of the Centre for Environmental Justice (CEJ), who has been analysing the leaked records.
“Officials knew the legal requirements. They ignored them. They knew the ecological risks. They dismissed them. The evidence points to a deliberate weakening of safeguards meant to protect one of Sri Lanka’s most fragile ecosystems.”
A Paper Trail of Contradictions
RTI disclosures obtained by activists reveal:
Approvals issued before mandatory field inspections were carried out
Three departments claiming they “did not authorise” the same section of the road
A suspiciously backdated letter clearing a segment already under construction
Internal memos flagging “missing evaluation data” that were never addressed
“No-objection” notes do not hold any legal weight for work inside protected areas, experts say.
One senior officer’s signature appears on two letters with opposing conclusions, sent just three weeks apart — a discrepancy that has raised serious questions within the conservation community.
“This is the kind of documentation that usually surfaces only after damage is done,” Pathragoda said. “It shows a chain of administrative behaviour designed to delay scrutiny until the bulldozers moved in.”
The Silence of the Agencies
Perhaps, more alarming is the behaviour of the regulatory bodies.
Multiple departments — including those legally mandated to halt unauthorised work — acknowledged concerns in internal exchanges but issued no public warnings, took no enforcement action, and allowed machinery to continue operating.
“That silence is the real red flag,” Pathragoda noted.
“Silence is rarely accidental in cases like this. Silence protects someone.”
On the Ground: Damage Already Visible
Independent field teams report:
Fresh erosion scars on steep slopes
Sediment-laden water in downstream streams
Disturbed buffer zones
Workers claiming that they were instructed to “complete the section quickly”
Satellite images from the past two months show accelerated clearing around the contested route.
Environmental experts warn that once the hydrology of the Knuckles slopes is altered, the consequences could be irreversible.
CEJ: “Name Every Official Involved”
CEJ is preparing a formal complaint demanding a multi-agency investigation.
Pathragoda insists that responsibility must be traced along the entire chain — from field officers to approving authorities.
“Every signature, every omission, every backdated approval must be examined,” she said.
“If laws were violated, then prosecutions must follow. Not warnings. Not transfers. Prosecutions.”
A Scandal Still Unfolding
More RTI documents are expected to come out next week, including internal audits and communication logs that could deepen the crisis for several agencies.
As the paper trail widens, one thing is increasingly clear: what happened in Knuckles is not an isolated act — it is an institutional failure, executed quietly, and revealed only because citizens insisted on answers.
by Ifham Nizam
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