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Settling Down, Betty Boothroyd and Boris Becker

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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!



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BRICS upholds inclusive growth; re-affirms South-South cooperation

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BRICS political leaders at the 2026 New Delhi summit.(BBC)

A principal highlight of the recently concluded BRICS 2026 summit in New Delhi was the grouping’s unambiguous championing of the empowerment of ordinary people everywhere. This was yet another notable coming together of Southern governments over matters of common concern alright but it was the grouping’s people-oriented thinking that struck the impartial commentator as particularly important this time around.

The latter accent merits underscoring in view of the widespread perception that Southern oriented international organizations, such as the Non-aligned Movement (NAM), have had their day, so to speak. However the BRICS summit not only re-affirmed NAM principles but gave proof of its willingness to complement the main undertakings of NAM. Accordingly, causes such as South-South cooperation, international economic and social equity, multilateralism, international peace and the need to uphold the current UN-centred world order received resounding and fresh emphasis.

Particularly encouraging for those espousing Southern development concerns was the stressing of the historic ‘Bandung Principles’ in the New Delhi Declaration which crowned the summit deliberations. As is known, it was the ‘Bandung Spirit’ of 1955 that paved the way for the establishment of NAM and South-South cooperation in a major way. As such the ‘Spirit’ was primary in helping to reshape international development discourse and in giving it a pro-people bent. That is, development correctly conceived was birthed.

The New Delhi Declaration said in this regard: ‘We recall the 1955 Asian-African Conference in Bandung, Indonesia that proclaimed general principles, including equality, independence, non-intervention and mutual benefit. We stress that the Bandung Spirit serves as a reference in the pursuit of a fairer, more inclusive, and representative multilateral system.’

‘Geopolitics’ was not glossed over or ignored in New Delhi, but it is quite forgotten by some sections of opinion in particularly Sri Lanka that BRICS, while being an important Southern counter-balance in terms of power to the global North is also essentially about international economic growth with equity. The New Delhi summit helped to put right this conceptual imbalance in what groupings such as BRICS ought to be thinking and doing.

Even more precisely, people should be at the heart of development and in the exertions and preoccupations of international organizations claiming to represent the South. Southern governments equipped with economic and military might in particular remain important but it is people’s empowerment that ought to be the overriding consideration.

The latter concerns help stress the cruciality of democratic development since it is the latter that facilitates best the well being of people. Unfortunately, BRICS happens to be top-heavy with authoritarian governments that could deliver economic growth but not equity. It is fully representative, participatory governance that could best deliver to the people their essential needs and not totalitarian governments.

This is a complex dilemma for BRICS. It could be resolved somewhat by admitting more and more pro-people, democratic states into the BRICS fold to counter-balance the power and influence of authoritarian states. At present among the principal BRICS countries it’s only India that meets most of the criteria for democratic development.

Hopefully, more and more Southern democracies would see it fit to join BRICS in consideration of the latter’s potential to be a prime ‘economic powerhouse’ of the world. Equally hopefully, people’s empowerment in the true sense would come to be valued as a crucial merit for BRICS membership. It is relevant to stress that the fulfillment of the fundamental rights of a people is integral to their complete empowerment.

A grave negative fallout from the Trump administration’s current militarism is that more and more states world wide would come to value military heft over people’s empowerment. Consequently, the preference for military power could lead to countries wanting BRICS membership for the wrong reasons. That is, security through collective armed might would come to matter over all else and the world would be rendered an increasingly ‘dangerous place’.

But thinking people would expect from BRICS a more responsible role in world affairs and prefer to have from it inspirational guidance in democratic development, correctly understood.

A commitment by BRICS at the summit of considerable importance to world peace that should not be underplayed is its commitment to the UN system and the strengthening of International Law. The relevant quote from the Declaration spoke of BRICS’ ‘Commitment to strengthening multilateralism and multi-polarity and upholding International Law, including the Purposes and Principles of the Charter of the United Nations.’

Coming at a time when the UN is seen by some as a spent force, lacking effectiveness, the above endorsement of the UN Charter and International Law is of crucial significance. This amounts to solidly upholding the post World War Two order despite current largely rhetorical assertions that it is fast unraveling.

While UN reform remains a compelling necessity, the endorsement of the UN-centred order holds out the possibility of some of the BRICS heavyweights, who are currently acting in violation of International Law, eventually getting back to conduct that would be more in keeping with the requirements of International Law.

The UN could put these developments to constructive use by redoubling its efforts to work out diplomatic solutions to the current conflicts and wars that are showing no signs of being receptive to fresh peace efforts.

Two of these theatres of conflict are the Middle East and the Ukraine. While the US, Israel, Russia and Iran would need to be engaged by the UN with exceptional persuasive power to sort out the conflicts where they have come to feature directly and indirectly, the relevant BRICS members’ commitments to world peace and multilateralism could be used as instruments of moral pressure perhaps to induce them to get onto the path of peaceful conflict resolution.

The wide consensus among the BRICS powers amounts to their scoring a significant political victory over the US and its allies. Their espousal of international peace and the UN Charter exposes the US as being at cross purposes with peace-oriented and democratic sections world wide. Specifically, the moral and intellectual poverty of the Trump administration is being revealed glaringly.

This does not amount to a condemnation of the people of the US perse. It is just that some of them have voted quite unwisely. As a first step towards correcting this situation they could make good use of the upcoming mid term elections to register their strong disapproval of the Trump administration and the political extremists among the US Right. Course correction is not impossible.

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Not I — We: A new uniform will mean nothing if the person inside it is left behind

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by Mahil Dole

Senior Superintendent of Police (Retd.)

Sri Lanka Police has just marked 160 years. The parades were in order. The sentence that should have followed them has not been written with enough force. A police service that is pulled by politics, rewarded for individual glory and tried every night on social media cannot protect a country that is now a maritime hinge for international narcotics and financial crime. The political authority must decide, not in a speech, but in conduct, whether this force belongs to the law or to the loudest faction of the week.

That is not a plea. It is a warning.

The political hierarchy and the police hierarchy now agree that the service needs a new outlook, beginning with the uniform. The cut and the kit are not yet settled. That conversation is overdue. Criminals have moved into containers, encrypted apps and international logistics. An officer equipped for a quieter decade is less able to detect, and less able to come home.

Sophistication of kit is essential. Body-worn cameras, communications and protective equipment that match the threat are not luxuries. They keep a policeman alive.

If the first decision of this compact is only what the officer will wear, the wrapping will be modern and the person untouched. The priority is not a new silhouette. It is a different person inside the uniform.

The officer is a human being

He and she is a product of this complicated society. The fractures that run through the village, the school and the social-media feed run through the recruit. Communal suspicion, religious identity and ethnic memory are not checked at the armoury gate. The question treated as delicate is operational: is this officer mentally geared for ordinary crime and for communal, religious and ethnic conflict?

What is his stand if he belongs to one community and is sent into a dispute involving another? How will the parties look at him? How will the media frame the first photograph? That decides whether a crowd sees the law or “the other side.” We are all Sri Lankans. The sentence is easy on a Police Day banner. It is hard at a junction when rumour is already ahead of the patrol.

Every officer, from constable to gazetted rank, must be trained for these issues as deliberately as for a baton. Not one lecture at Katukurunda: recurring, scenario-based work on mixed neighbourhoods, mixed complainants, and keeping personal faith out of the method of work. The media will hunt the communal angle; parties to a conflict will hunt the ethnic one. The only answer that holds is an officer whose first identity on duty is Sri Lankan and whose first loyalty is the law.

That is “We.” Assuming the uniform dissolves identity is how a single incident becomes a national story.

What they have been is not what they can remain

From the 1866 ordinance this service has been the state’s civilian arm, colonial order-keeping, post-independence law and order, then a wartime partner that buried its dead beside the armed forces. Specialised units were built for terrorism, organised crime and financial intelligence. The same institution was used as a residual army, a political instrument and a promotion marketplace. Loyalty too often attached to a person, not to the law. Easter Sunday made the price visible. So did every file that moved, or stalled, according to who was in office.

A history of sacrifice does not excuse a present of capture. It makes the capture more shameful.

What they are today

On paper the force is large, some 79,000 authorised, 609 stations. On the ground it is thin. More than 4,300 officers have left since 2020. Vacancies exceed 30,000. Shifts of twelve to eighteen hours are still treated as normal. Distress is still logged as discipline rather than welfare. That is waste, not toughness.

Crime has two faces, and both strike national security. Gang violence over narcotics still produces shootings. Sri Lanka also sits on feeder routes moving Afghan and Pakistani product toward other markets. Harbour and high-sea detections in the hundreds of kilograms are no longer rare. Ice hidden in towels at Colombo Port; heroin pulled from multi-day trawlers; scam compounds and frozen assets in the billions of rupees, these are not “ordinary crime.” They buy influence and fund the next consignment.

The third battlefield is information. Reels and anonymous accounts impersonate officers, launder rumour as fact, and reward the man who seeks a following. Inside the service the culture still teaches “I”: my file, my photograph, my briefing. Rank is being treated as a prize. It is a trust.

The container that became a campaign

Late August 2026, officers opened containers at the Colombo International Container Terminal and recovered some 463 to 472 kilograms of crystal methamphetamine, concealed in towels, originating from Pakistan and valued in the billions of rupees. Suspects including foreign nationals were arrested. The United States DEA publicly associated itself with the intelligence. The criminal case sits with the Central Crime Investigation Bureau.

That is a success. It should have been protected as a success.

Instead, an internal process review, ordered by the Inspector General into how information moved between bureaux, was translated on social media into another story: that the IGP and Senior DIG Ranmal Kodituwakku were being “chambered” over the detection. An Opposition MP warned, correctly, that putting the officers who delivered the raid under a public microscope will teach the service the wrong lesson.

State the distinction without apology. A criminal file is about the network and the money. A process file is about timelines and chain of custody. A blog is neither. Collapsing a Senior DIG’s recorded statement into “the hierarchy is in the dock” is not accountability. It is a gift to those who packed the towels. After a half-tonne interdiction, a process review is normal; leaking it as a morality play is not. Complete the inquiry on the record. If negligence is found, deal with it. If not, say so. Half-spoken files let rumour colonise the institution.

Training, technology and a mind that can bear the load

The IGP and the hierarchy must stop treating training as a calendar ornament. Immediate programmes are required, not next year’s paper.

First

, the evolving issues: communal and religious tension, narrative operations, child and women protection, financial and cyber crime, harbour interdiction, the law of arrest.

Second

, the technologies: digital evidence, data protection under the Personal Data Protection Act, disciplined open-source work, body-worn cameras that protect the public and officers alike.

Third

, mental health as operational infrastructure, counselling an Inspector can use without becoming a Legal Division case, and early recognition of burnout before it becomes a headline.

Incentives must follow: allowances for certified competencies, promotion credit for courses applied, not for attendance photographs. Asking for sophistication at the port with no path to acquire it is theatre.

A new uniform that can carry a camera, worn by an officer unprepared for the society he polices, is a costume. The station, the cell, the unseen hour Look next at where this officer lives and works. Many stations are old, congested and unhygienic. Living standards on duty are low. You cannot demand a different person in the uniform and house him as if he were expendable.

Cells are a particular failure of command. Too many sit out of sight of the men on duty. They are dilapidated. What happens inside goes unnoticed until a death, an assault or an escape. That is a design of our own buildings, not a secret of the underworld. A cell that cannot be seen cannot be defended in court or in conscience. Refurbish, fix sightlines, monitor what the Constitution requires, and treat an escape as a failure of supervision before it becomes a press note.

These are not welfare extras. They are the conditions under which evidence is kept, suspects are held, and officers decide whether the job is still worth the family cost.

The health of the officer is the health of the public

One of the first duties of the hierarchy is the health of the policeman and his family. A sick officer with a sick child is not “uncommitted.” He is a risk to himself, to the next raid, and to the citizen at the counter. Police hospitals are few. Officers in rural stations cannot reach them in time. The IGP should not wait for a building programme. Speak to the health authorities now. Arrange priority access for officers and their families at government hospitals. Dedicated wards or reserved beds are not a privilege class. They are the minimum owed to people sent into harm, and into other people’s crises, at every hour.

Good health is a good mind. A good mind is good care for the people. No uniform compensates for an officer who has not slept, has not been treated, and cannot reach a Police hospital.

What they must be tomorrow

The country does not need more decoration. It needs a service the public can approach without fear and that no politician can casually redirect: intelligence-led against networks that threaten the state; digitally capable and legally bounded; trained for communal heat as well as narcotics; housed and treated as human beings; collectively minded. We hold the ground, not I cleared the file.

The constable at the junction and the analyst tracing a hawala chain are the same institution. National security is not a specialist’s private property.

To the policymakers and the political authority

You have agreed with the Police hierarchy on a new outlook. Use it for more than cloth.

Independence is not the IGP’s personal autonomy. It is the institution’s ability to apply the law without fear or favour, and still answer to the law. You cannot have that and also have a Police summoned, transferred or publicly undermined according to the needs of the week.

Appointment and removal of the Inspector General must remain a process, not patronage. The National Police Commission must exercise its powers over promotions, transfers and discipline without being hectored from the gallery. Cabinet sets policy and budget. It does not choose Tuesday’s suspect. Comment from the House on the guilt of named officers while a file is open is not oversight. It is interference under another name.

If you want an apolitical Police, stop using internal inquiry as a factional weapon and social media as a substitute bench. Different treatment of files is the old disease. Naming it only when the officer is someone you dislike is the same disease.

Then fund what a new uniform implies: immediate training, habitable stations, cells that can be seen, and a health arrangement with the Ministry of Health that does not leave a rural sergeant’s family outside the gate. Announcing kit and withholding living conditions is not reform. It is dressing the service for a photograph.

The public has a part. Distinguish error from crime. Cooperate with the officer who is fair; demand consequences where he is not. In conflict, look at the uniform as the law, not as a census of name, faith or village. Do not outsource judgement to an anonymous account.

The stand It is not I. It should be We.

A new uniform will not make an officer Sri Lankan. Training, health, housing, an apolitical file, and a command that treats him as a human being might. A service that thinks in individual glory will be outrun by networks that think in systems. A political class that thinks in capture will keep receiving detections and wondering why the pipeline never closes. A country that argues about the cloth while the person inside it is exhausted, untrained for communal fire, and unseen in a dilapidated cell block is not preparing for tomorrow. It is rearranging the wardrobe.

The law cannot serve two masters. Neither can the uniform, old or new.

(This analysis is offered in the interest of national security, institutional reform, and public safety)

Mahil Dole, SSP (Retd.), served as Deputy Director in charge of the Counter-Terrorism Desk of the State Intelligence Service and later as Intelligence Coordinator to the Inspector General of Police. He is a former Member of the Sri Lanka Wakfs Board and author of Security Beyond Enforcement: Practical Approaches for a Safer Nation. Email – mahildole54@gmail.com

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The Miss World 2026 scene …

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History was made under the lights on 05th September, as Joheirry Mola Dominguez, of the Dominican Republic, was crowned Miss World 2026 by outgoing queen Suchata Chuangsri of Thailand at April 2nd Square in Nha Trang, Vietnam.

It is only the second Miss World title for the Dominican Republic; 44 years after Mariasela Álvarez’s win in 1982. Reports described it as an “emotional and historic moment” for the nation.

Joheirry, 24, beat 110 other delegates to take the crown.

A dedicated educator and community advocate, she holds a degree in Business Management and Administration from Universidad Iberoamericana. She is Founder and President of “Voices of Tomorrow”, an initiative expanding access to English education for children in vulnerable communities. She also teaches Literature and Social Studies in English, and works as a correspondent for Univision New York’s Ventana a Quisqueya.

Her advocacy won hearts

It was her advocacy that won hearts.

“My Beauty With a Purpose is to take English programmes to kids in vulnerable communities,”

she said at the Grand Final. “Because I believe that when they know this language, the opportunities, the doors that can open to their life, it’s huge. English is a tool that will stay with them and benefit them for the rest of their lives.”

Spain’s Elisabeth Reynés finished 1st Runner-Up, while Malaysia’s Taanusiya Chetty, also winner of Beauty With a Purpose, took 2nd Runner-Up.

The Top 6 included Vietnam’s Le Nguyen Bao Ngoc, Eritrea’s Snit Habteab, and South Africa’s Romanda Hombir.

The 75th Anniversary edition, hosted for the first time in Vietnam, was a spectacle before 20,000 spectators. Staged on a 110+ meter outdoor platform by Nha Trang beach, the square was lit up with huge LED screens and high-power sound.

Even heavy rain during the Americas & Caribbean segment couldn’t dampen spirits. Umbrellas and raincoats popped up and the show resumed 15 minutes later. Nobody left. That’s dedication.

With 111 ambassadors, cultural dances, ao dai performances, and the seaside backdrop, officials called it a celebration of beauty, talent, confidence, and social responsibility.

With 20,000 people, rain or shine, screaming, cheering, live-streaming, waving flags… it was, indeed, pure Miss World magic.

For Sri Lanka, Prathibha Liyanaarachchi did not make the Top 40 at the 73rd Miss World Festival, but she reached the finalist stages of four fast-track events — Top Model, Talent, Sports, and Beauty With a Purpose.

Miss World magic: The square was lit up with huge LED screens and high-power sound

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