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The # 1 Sri Lankan Hotel Company in 2023

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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

Acknowledgement

I thank Mr. Gemunu Goonewardena, Chairman of the Tourist Hotels Classification Committee from 2018 to 2022, and Non-Executive Director of the Board of Aitken Spence Hotel Holding PLC, for his assistance to me in collecting current data.

Hotels Rooms in Sri Lanka in 2023

All types of accommodation are available in Sri Lanka for tourism, including hotels classified by the Sri Lanka Tourism Development Authority (SLTDA), unclassified accommodation, bungalows etc. The total capacity is now over 48,000 rooms in 3,657 units. This is including the upcoming 2023 opening of the largest hotel in Sri Lanka – the 800-room Cinnamon Life Colombo. With that, the total number of classified hotels (one to five star) rooms in Sri Lanka will soon reach 15,642 in 160 hotels.

In 2023, five hotel companies operated over half of the room stock in Sri Lanka, which are within their 56 (generally, larger) hotels as indicated in the table below. The other half of the rooms are within the balance 104 (generally, smaller) hotels. A small number of rooms in bungalows managed by a few of these companies were not considered for this calculation.

All three top Sri Lankan hotel companies – Cinnamon, Heritance and Jetwing entered the hotel industry around the same period, 50 years ago. With the opening of Life in 2023, in terms of total room capacity, the Cinnamon brand of John Keells Group will surpass Heritance and associated brands (including 500-room RIU partnership) of Aitken Spence Group.

With a successful operation of 10 hotels in three other countries (The Maldives, India and Oman) Aitken Spence Group will continue to compete aggressively in terms of the total number of hotels and rooms operated by a Sri Lankan company. Their main achievements include opening the first five-star resort hotel in Sri Lanka in 1982 – Triton and a decade later opening multi-award-winning, iconic hotel – Kandalama. The company with the largest number of hotels in Sri Lanka – Jetwing operates a chain of 20 hotels with different and interesting themes. The rest of this article focuses on the # 1 Sri Lankan Hotel company — Cinnamon.

Cinnamon Hotel Brand in 2023

Over the last five decades, John Keells Group operated their hotel management company under different names. In 1970s as Walkers Tours Hotels, in 1980s as Hotel Management & Marketing Services Limited, and in 1990s as John Keells Hotels. In the year 2005, they rebranded their hotel chain as Cinnamon. In 2023, Cinnamon is the largest hotel company in Sri Lanka. They also have four hotels in the Maldives.

With the opening of their 16th hotel – Cinnamon Life, the hotel company will have a room stock of 3,288 in Sri Lanka and The Maldives. Both in terms of the quality of the hotels and the quantity of the room stock, Cinnamon is arguably the greatest hotel company in Sri Lanka, today.

Cinnamon Hotel’s most ambitious project – Cinnamon Life Colombo is the first integrated resort in Sri Lanka and the largest private investment in the country. Sri Lankan-British architect, Cecil Balmond designed the resort while Hyundai Engineering & Construction is the main contractor. The construction of the resort began nine years ago. This 47-floor complex, includes 800 five-star hotel rooms, a retail and entertainment complex, large conference venues, a 30-storey office tower and two separate residential towers with 427 luxury apartments. Cinnamon Life Complex promises vibrant, innovative, futuristic and unique elements. It is expected to be an icon that will redefine Colombo’s skyline.

My Connections with Walkers Tours/John Keells from 1973 to 1993

By early 1970s, Walkers Tours & Travels Limited (later rebranded Walkers Tours) became the leading tour operator in Ceylon. It was founded in 1969. Soon, they represented two of the largest European tour operators, from West Germany and Denmark, who were actively promoting tourism in Sri Lanka.

A young lawyer, Sriyantha (Simon) Senaratne was appointed as the Managing Director of Walkers Tours in 1971. When Walkers Tours was acquired by John Keells Group of companies in 1972, he continued in that position for seven more years. As a part of the vision of the Managing Director, Walkers Tours entered the hotel industry in 1973 with a unique project in a remote area — Habarana, and soon became the leader in hotel management in Sri Lanka.

Prior to my departure from Sri Lanka to pursue my global career in early 1994, for the first two decades of this iconic hotel company, I was connected with them in various capacities. My direct and indirect roles with them included serving tourist groups and representatives of Walkers Tours as a waiter, barman, cook, trainee chef, executive chef, food & beverage manager, hotel manager, operations manager of the corporate office of the hotel company, and finally as the general manager of their two largest hotels in the 1980s. In later years, while working for other companies in Sri Lanka such as Le Galadari Meridien and Mount Lavinia Hotel, my teams depended largely on tourist traffic from Walkers Tours.

I am most thankful to Walkers Tours/John Keells Group for giving me valuable opportunities. They allowed me to experience at a young age, various senior operational positions and leadership tasks during the early years of my career in the hotel industry. My direct and indirect connections with this largest group of companies in Sri Lanka over a period of 20 years, can be summarized as:

1973 – Bentota Beach Hotel

First, I was associated with operational people and tour guides attached to Walkers Tours in 1973 while working as a trainee waiter, barman and cook on one of my Ceylon Hotel School (CHS) internships. It was at what was then the best resort hotel in Sri Lanka – Bentota Beach Hotel. Soon after my graduation from CHS in 1974 I was recruited by Bentota Beach as the Trainee Executive Chef. In that role for a year, I associated with more Walkers Tours groups and Resident Managers and Tour Managers.

Bentota Beach was a popular meeting place for many young hoteliers from over a dozen of new hotels in Bentota and Beruwala. In 1975 at a hotelier’s party, I met Jayantha Silva who had been recruited to manage the first hotel to be operated by Walkers Tours – Hotel Swanee.

1975 – Coral Gardens Hotel

After a year, I was transferred with the promotion of Executive Chef (and Assistant Manager) of the sister hotel of Bentota Beach Hotel – Coral Gardens. There, I took my relationships with Walkers tour leaders to a new level. On most days, we catered for an additional 150 to 200 tourists who visited Coral Gardens Hotel only for lunch during their island-wide round trip with Walkers Tours. In consultation with the tour leaders, I planned standard, three-course lunch menus that could be prepared and served quickly, after their glass-bottom boat excursions to see beautiful coral gardens, Hikkaduwa was famous for.

I met an innovative and ambitious, young hotelier — Bobby Adams for the first time in 1975, two weeks prior to his departure from Coral Gardens, when I succeeded him. Bobby who was the Assistant Manager of Coral Gardens Hotel was joining Walkers Tours to open The Village, Habarana – the first hotel to be built by Walkers Tours. Just before Bobby opened The Village in 1976 as its Manager, Bobby called me from Habarana, “Chandi, why don’t you join me as the Executive Chef at The Village?” he asked. However, at that point, I did not accept his offer. A few years later, I worked for Bobby twice. When I married in 1980, he was my best-man. When I was 27, I became his deputy at John Keells. Bobby was the first Director – Operations for hotels at their corporate office.

1977 – One Week Tour with Walkers Tours

In the summer of 1977, Walkers Tours decided to organize a one-week-long coach tour around Sri Lanka for representatives from all hotels in Sri Lanka providing rooms to their clients. As the Assistant Manager and Executive Chef, I represented Coral Gardens Hotel in this tour. It turned out to be a fun-filled, thank you tour. It was a great, public relations initiative by Walkers Tours with their hotel industry partners.

Most members of the top team of Walkers Tours joined this trip. They included Sri Lankan travel trade legends such as Norman Impett and Nevil Arnolda. They were both Directors of Walkers Tours. I also got to be better acquainted with prominent, younger members of Walkers Tours family, such as Bobby Jordan and Jansi Ponniah, who joined the trip. They both were very friendly, efficient, dynamic and well-connected with the hotel industry.

The highlight of the tour was spending a couple of days at their then flagship hotel – The Village, Habarana. By then, Walkers Tours had a number of hotel management agreements, was managing Hotel Swanee, and was taking over the management of Hotel Ceysands. They were in the early stages of planning a hotel in Kandy which was called Kandy Walkinn (which years later opened as Hotel Citadel). My friend Bobby Adams was very happy to see me again. Both of us sat at the ‘Don Martin’s bar at The Village and had a long chat over a couple of drinks. Bobby was very convincing. “Chandi, you must join Walkers Tours, now!” he insisted.

1977 – Hotel Ceysands

The day after the one-week coach tour with Walkers Tours, Captain D. A Wickramasinghe (Captain Wicks, who later became my father-in-law), the new General Manager of Hotel Ceysands called and met with me. He explained that Walkers Tours had taken over the Hotel Ceysands management from the owners — Ceylinco Group. After a pause, Captain Wicks said, “Chandana, we are expecting 100% occupancy from the first of November, 1977 for six months. We need a good professional like you to join us at least by the first of October, to organize the kitchen, restaurant and bars within a month.”

Soon after that, I joined Walkers Tours as the Food & Beverage Manager and Executive Chef of Hotel Ceysands. At that time, I met Walkers Tours Managing Director – Sriyantha (Simon) Senaratna, and the Finance Director – Priya Edirisinghe, who handled the hotel expansion projects.

1979 – Swanee

Hotel Swanee wasn’t a well-planned, developed hotel. However, when Walkers Tours took over the hotel in 1975, they wisely invested in major upgrades for the hotel. They hired respected professionals such as Bevis Bawa, to upgrade and maintain the landscaping.

As the first hotel to be managed by Walkers Tours/John Keells, it was also an important learning journey for the group. In 1979 at the age of 25, I was proud to be promoted to be the Manager of Hotel Swanee. John Keells Group Chairman, Mark Bostock was very fond of me and arranged my first overseas training in his country (England) with Trust House Forte.

1980 – An Offer from a new Rival Company

I was surprised when Somaratne Silva invited me to his house in Colombo to discuss the Manger job offer for me to open Sigiriya Village, which was expected to be the main competitor for The Village Habarana. He was such an interesting man.

He talked about his training in the Netherlands, his work experience in hotels there, his recommending Bobby Adams for The Village and his positive observations about my work at Hotel Ceysands and Hotel Swanee. I nearly accepted that job, but eventually decided to continue with John Keells.

1980 – Ambalangoda Rest House

By 1980, Walkers Tours/John Keells was expanding its hospitality business by acquiring some smaller properties with management contracts. The group opened their second hotel in Beruwala — Hotel Bayroo, on a management contract, in the midst of various obstacles created by the village thugs. In addition to managing Hotel Swanee, I was asked to take over the Ambalangoda Rest House, to reorganize and improve its standards and to manage it.

1981 – Hotel Management & Marketing Services Limited

At the beginning of 1981, I was promoted again and was transferred to the John Keells corporate office in Colombo. I was the second in command of Walkers Tours/John Keells’ hotel company — Hotel Management & Marketing Services Limited (HMMS), as the deputy to Bobby Adams.

1981 – Temple Trees

Mainly owing to a personal relationship Bobby Adams had with then Prime Minister, R. Premadasa, the group commenced managing the Prime Minister’s official residence — Temple Trees. I released one of the departmental managers from Hotel Swanee — Fazal Izzadeen to become the Manager of Temple Trees.

1981 – Ceylinco Hotel

In Colombo, we had negotiated to take over the management of Ceylinco Hotel. “Chandi, I would like you to take over the management of Ceylinco Hotel and re-organize it”, 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.

1981 – Representing Walkers Tours as the Group Executive Chef in Hong Kong

In the midst of my busy schedule with HMMS, Bobby Adams entrusted me, on short notice, with a 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 number of 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.

1985 – The Village & The Lodge

Soon after my return from England in 1985, upon completing my graduate studies in International Hotel Management, I re-joined John Keells Group. I was appointed as the General Manager of their largest two hotels – The Village and The Lodge. I reported to Bobby Adams, and also worked closely on rates and financial aspects with Vivendra Lintotawela, who later became the Chairman of John Keells Holdings. On a day when all 260 rooms in both hotels were occupied, my management team in Habarana led providing hospitality and meals to 1,000 people — 520 guests, 120 tourist drivers and 360 employees.

In The Village, Somaratna Silva had cleverly created a rustic resort with an open concept with individual rooms appearing like small houses in a remote village. In The Lodge, two young Architects — Pheroze Choksy and Ismeth Rahim — continued the open concept, but with more sophistication. The end result was simply a masterpiece of architecture in two sister hotels, blending beautifully with nature, and the seamless delivery of world class hospitality.

John Keells/Walkers Tours, had created two iconic resorts, which were simply a delight for any hotelier to operate. I was fortunate to get that opportunity.

1985 – Habarana Farm

In addition to managing the two resorts in Habarana, 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 on the farm.

1986 – Keels Food Product Distribution Operation

One day the Managing Director of Walkers Tours, Ken Balendra (later, the first Sri Lankan to be appointed as the Chairman of John Keells Holdings) called me and asked, “Chandana, don’t you have unused cold room facilities at The Lodge?” When I confirmed that we did, he assigned me some additional duties. “Look Chandana, we are commencing a new company – Keells Food Products, initially with mainly meat products. Our vision is to eventually make it the largest such company in Sri Lanka. 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, bought a large refrigerated van and commenced food distribution.

1986-1989 and 1990-1993

During my three years as the Director of Food & Beverage of the 500-room five-star Le Galadari Meridien Hotel in Colombo from 1986 to 1989, I realized the influence Walkers Tours had with most of the hotels in Sri Lanka. My colleague, Chandra Mohotti, the Director of Room Division of the hotel treated anyone from Walkers Tours as royalty, as their group business was valuable.

During my three years as the General Manager of Mount Lavinia Hotel from 1990 to 1993 we depended heavily on group bookings from Walkers Tours. I enjoyed working with them very closely, especially during the tour group contract negotiations held in Berlin, Milan and London during major travel trade events (ITB, BIT and WTM). After work we all socialized until the early hours in the morning. Those were memorable days.

I left Sri Lanka permanently in early 1994 to focus on my global career. Therefore, I had no direct connections with Walkers Tours/John Keells for nearly 30 years. However, during those three decades, when I visited Sri Lanka over 35 times as a tourist, as a guest of a few of their hotels, I continued to be impressed with the visionary developments, ambitious takeovers, innovative expansions and creative re-branding of the hotel business of Walkers Tours/John Keells.

Many board members and professional hoteliers have contributed to this remarkable journey, having many unprecedented successes. In spite of various macro level challenges such as the 26-year civil war from 1983 to 2009, Walkers Tours/John Keells hotels managed to survive and progress.

How Did Everything Start in 1973?

At the end of the day, it is still important to understand the humble beginnings of this hotel company and appreciate the pioneers who commenced that amazing journey… Continuing next week, with a question-and-answer format with the visionary leader who steered Walkers Tours to enter the hotel industry 50 years ago.



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Sheer rise of Realpolitik making the world see the brink

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A combined US-Israel attack on Iran.(BBC)

The recent humanly costly torpedoing of an Iranian naval vessel in Sri Lanka’s Exclusive Economic Zone by a US submarine has raised a number of issues of great importance to international political discourse and law that call for elucidation. It is best that enlightened commentary is brought to bear in such discussions because at present misleading and uninformed speculation on questions arising from the incident are being aired by particularly jingoistic politicians of Sri Lanka’s South which could prove deleterious.

As matters stand, there seems to be no credible evidence that the Indian state was aware of the impending torpedoing of the Iranian vessel but these acerbic-tongued politicians of Sri Lanka’s South would have the local public believe that the tragedy was triggered with India’s connivance. Likewise, India is accused of ‘embroiling’ Sri Lanka in the incident on account of seemingly having prior knowledge of it and not warning Sri Lanka about the impending disaster.

It is plain that a process is once again afoot to raise anti-India hysteria in Sri Lanka. An obligation is cast on the Sri Lankan government to ensure that incendiary speculation of the above kind is defeated and India-Sri Lanka relations are prevented from being in any way harmed. Proactive measures are needed by the Sri Lankan government and well meaning quarters to ensure that public discourse in such matters have a factual and rational basis. ‘Knowledge gaps’ could prove hazardous.

Meanwhile, there could be no doubt that Sri Lanka’s sovereignty was violated by the US because the sinking of the Iranian vessel took place in Sri Lanka’s Exclusive Economic Zone. While there is no international decrying of the incident, and this is to be regretted, Sri Lanka’s helplessness and small player status would enable the US to ‘get away with it’.

Could anything be done by the international community to hold the US to account over the act of lawlessness in question? None is the answer at present. This is because in the current ‘Global Disorder’ major powers could commit the gravest international irregularities with impunity. As the threadbare cliché declares, ‘Might is Right’….. or so it seems.

Unfortunately, the UN could only merely verbally denounce any violations of International Law by the world’s foremost powers. It cannot use countervailing force against violators of the law, for example, on account of the divided nature of the UN Security Council, whose permanent members have shown incapability of seeing eye-to-eye on grave matters relating to International Law and order over the decades.

The foregoing considerations could force the conclusion on uncritical sections that Political Realism or Realpolitik has won out in the end. A basic premise of the school of thought known as Political Realism is that power or force wielded by states and international actors determine the shape, direction and substance of international relations. This school stands in marked contrast to political idealists who essentially proclaim that moral norms and values determine the nature of local and international politics.

While, British political scientist Thomas Hobbes, for instance, was a proponent of Political Realism, political idealism has its roots in the teachings of Socrates, Plato and latterly Friedrich Hegel of Germany, to name just few such notables.

On the face of it, therefore, there is no getting way from the conclusion that coercive force is the deciding factor in international politics. If this were not so, US President Donald Trump in collaboration with Israeli Rightist Premier Benjamin Natanyahu could not have wielded the ‘big stick’, so to speak, on Iran, killed its Supreme Head of State, terrorized the Iranian public and gone ‘scot-free’. That is, currently, the US’ impunity seems to be limitless.

Moreover, the evidence is that the Western bloc is reuniting in the face of Iran’s threats to stymie the flow of oil from West Asia to the rest of the world. The recent G7 summit witnessed a coming together of the foremost powers of the global North to ensure that the West does not suffer grave negative consequences from any future blocking of western oil supplies.

Meanwhile, Israel is having a ‘free run’ of the Middle East, so to speak, picking out perceived adversarial powers, such as Lebanon, and militarily neutralizing them; once again with impunity. On the other hand, Iran has been bringing under assault, with no questions asked, Gulf states that are seen as allying with the US and Israel. West Asia is facing a compounded crisis and International Law seems to be helplessly silent.

Wittingly or unwittingly, matters at the heart of International Law and peace are being obfuscated by some pro-Trump administration commentators meanwhile. For example, retired US Navy Captain Brent Sadler has cited Article 51 of the UN Charter, which provides for the right to self or collective self-defence of UN member states in the face of armed attacks, as justifying the US sinking of the Iranian vessel (See page 2 of The Island of March 10, 2026). But the Article makes it clear that such measures could be resorted to by UN members only ‘ if an armed attack occurs’ against them and under no other circumstances. But no such thing happened in the incident in question and the US acted under a sheer threat perception.

Clearly, the US has violated the Article through its action and has once again demonstrated its tendency to arbitrarily use military might. The general drift of Sadler’s thinking is that in the face of pressing national priorities, obligations of a state under International Law could be side-stepped. This is a sure recipe for international anarchy because in such a policy environment states could pursue their national interests, irrespective of their merits, disregarding in the process their obligations towards the international community.

Moreover, Article 51 repeatedly reiterates the authority of the UN Security Council and the obligation of those states that act in self-defence to report to the Council and be guided by it. Sadler, therefore, could be said to have cited the Article very selectively, whereas, right along member states’ commitments to the UNSC are stressed.

However, it is beyond doubt that international anarchy has strengthened its grip over the world. While the US set destabilizing precedents after the crumbling of the Cold War that paved the way for the current anarchic situation, Russia further aggravated these degenerative trends through its invasion of Ukraine. Stepping back from anarchy has thus emerged as the prime challenge for the world community.

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A Tribute to Professor H. L. Seneviratne – Part II

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A Living Legend of the Peradeniya Tradition:

(First part of this article appeared yesterday)

H.L. Seneviratne’s tenure at the University of Virginia was marked not only by his ethnographic rigour but also by his profound dedication to the preservation and study of South Asian film culture. Recognising that cinema is often the most vital expression of a society’s aspirations and anxieties, he played a central role in curating what is now one of the most significant Indian film collections in the United States. His approach to curation was never merely archival; it was informed by his anthropological work, treating films as primary texts for understanding the ideological shifts within the subcontinent

The collection he helped build at the UVA Library, particularly within the Clemons Library holdings, serves as a comprehensive survey of the Indian ‘Parallel Cinema’ movement and the works of legendary auteurs. This includes the filmographies of directors such as Satyajit Ray, whose nuanced portrayals of the Indian middle class and rural poverty provided a cinematic counterpart to H.L. Seneviratne’s own academic interests in social change. By prioritising the works of figures such as Mrinal Sen and Ritwik Ghatak, H.L. Seneviratne ensured that students and scholars had access to films that wrestled with the complex legacies of colonialism, partition, and the struggle for national identity.

These films represent the ‘Parallel Cinema’ movement of West Bengal rather than the commercial Hindi industry of Mumbai. H.L. Seneviratne’s focus initially cantered on those world-renowned Bengali masters; it eventually broadened to encompass the distinct cinematic languages of the South. These films refer to the specific masterpieces from the Malayalam and Tamil regions—such as the meditative realism of Adoor Gopalakrishnan or the stylistic innovations of Mani Ratnam—which are culturally and linguistically distinct from the Bengali works. Essentially, H.L. Seneviratne is moving from the specific (Bengal) to the panoramic, ensuring that the curatorial work of H.L. Seneviratne was not just a ‘Greatest Hits of Kolkata’ but a truly national representation of Indian artistry. These films were selected for their ability to articulate internal critiques of Indian society, often focusing on issues of caste, gender, and the impact of modernisation on traditional life. Through this collection, H.L. Seneviratne positioned cinema as a tool for exposing the social dynamics that often remain hidden in traditional historical records, much like the hidden political rituals he uncovered in his early research.

Beyond the films themselves, H.L. Seneviratne integrated these visual resources into his curriculum, fostering a generation of scholars who understood the power of the image in South Asian politics. He frequently used these screenings to illustrate the conflation of past and present, showing how modern cinema often reworks ancient myths to serve contemporary political agendas. His legacy at the University of Virginia therefore encompasses both a rigorous body of writing that deconstructed the work of the kings and a vivid archive of films that continues to document the work of culture in a rapidly changing world.

In his lectures on Sri Lankan cinema, H.L. Seneviratne has frequently championed Lester James Peries as the ‘father of authentic Sinhala cinema.’ He views Peries’s 1956 film Rekava (Line of Destiny) as a watershed moment that liberated the local industry from the formulaic influence of South Indian commercial films. For H.L. Seneviratne, Peries was not just a filmmaker but an ethnographer of the screen. He often points to Peries’s ability to capture the subtle rhythms of rural life and the decline of the feudal elite, most notably in his masterpiece Gamperaliya, as a visual parallel to his own research into the transformation of traditional authority. H.L. Seneviratne argues that Peries provided a realistic way of seeing for the nation, one that eschewed nationalist caricature in favour of complex human emotion.

However, H.L. Seneviratne’s praise for Peries is often tempered by a critique of the broader visual nationalism that followed. He has expressed concern that later filmmakers sometimes misappropriated Peries’s indigenous style to promote a narrow, majoritarian view of history. In his view, while Peries opened the door to an authentic Sri Lankan identity, the state and subsequent commercial interests often used that same door to usher in a simplified, heroic past. This critique aligns with his broader academic stance against the rationalization of culture for political ends.

Constitutional Governance:

H.L. Seneviratne’s support for independent commissions is best described as a hopeful pragmatism; he views them as essential, albeit fragile, instruments for diffusing the hyper-concentration of executive power. Writing to Colombo Page and several news tabloids, H.L. Seneviratne addresses the democratic deficit by creating a structural buffer between partisan interests and public institutions, theoretically ensuring that the judiciary, police, and civil service operate on merit rather than political whim. However, he remains deeply aware that these commissions are not a panacea and are indeed inherently susceptible to the ‘politics of patronage.’

In cultures where power is traditionally exercised through personal loyalties, there is a constant risk that these bodies will be subverted through the appointment of hidden partisans or rendered toothless through administrative sabotage. Thus, while H.L. Seneviratne advocates for them as a means to transition a state from a patron-client culture to a rule-of-law framework, his anthropological lens suggests that the success of such commissions depends less on the law itself and more on the sustained pressure of civil society to keep them honest.

Whether discussing the nuances of a film’s narrative or the complexities of a constitutional clause, H.L. Seneviratne’s approach remains consistent in its focus on the spirit behind the institution. He maintains that a healthy democracy requires more than just the right laws or the right symbols; it requires a citizenry and a clergy capable of critical self-reflection. His career at the University of Virginia and his continued engagement with Sri Lankan public life stand as a testament to the idea that the intellectual’s work is never truly finished until the work of the people is fully realized.

In the context of H.L. Seneviratne’s philosophy, as discussed in his work of the kings ‘the work of the people’ is far more than a populist catchphrase; it represents the practical application of critical consciousness within a democracy. Rather than defining ‘work’ as labour or voting, H.L. Seneviratne views it as the transition of a population from passive subjects to an active, self-reflective citizenry. This means that a democracy is only truly ‘realized’ when the public possesses the intellectual autonomy to look beyond the ‘right laws’ or ‘right symbols’ and instead engage with the underlying spirit of their institutions. For H.L. Seneviratne, this work is specifically tied to the ability of the people—including influential groups like the clergy—to perform rigorous self-critique, ensuring that they are not merely following tradition or authority, but are actively sustaining the ethical health of the nation. It is a perpetual process of civic education and moral vigilance that moves a society from the ‘paper’ democracy of a constitution to a lived reality of accountability and insight.

This decline of the ‘intellectual monk’ had a catastrophic impact on the political landscape, particularly surrounding the watershed moment of 1956 and the ‘Sinhala Only’ movement. H.L. Seneviratne posits that when the Sangha exchanged their role as impartial moral advisors for that of political kingmakers, they became the primary obstacle to ethnic reconciliation. He suggests that politicians, fearing the immense grassroots influence of the monks, entered a state of monachophobia, where they felt unable to propose pluralistic or fair policies toward minority communities for fear of being branded as traitors to the faith. In H.L. Seneviratne’s framework, the monk’s transition from a social servant to a political vanguard effectively trapped the state in a cycle of majoritarian nationalism from which it has yet to escape.

H.L. Seneviratne’s work serves as a multifaceted critique of the modern Sri Lankan state and its cultural foundations. Whether he is dissecting what he sees as the betrayal of the monastic ideal or celebrating the humanistic vision of an Indian filmmaker, his goal remains the same: to champion a world where intellect and compassion are not sacrificed on the altar of political power. His legacy at the University of Virginia and his continued voice in Sri Lankan discourse remind us that the work of the intellectual is to provide a moral compass even, indeed especially, when the nation has lost its way.

(Concluded)

by Professor
M. W. Amarasiri de Silva

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Musical journey of Nilanka Anjalee …

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Nilanka Anjalee Wickramasinghe is, in fact, a reputed doctor, but the plus factor is that she has an awesome singing voice, as well., which stands as a reminder that music and intellect can harmonise beautifully.

Well, our spotlight today is on ‘Nilanka – the Singer,’ and not ‘Nilanka – the Singing Doctor!’

Nilanka’s journey in music began at an early age, nurtured by an ear finely tuned to nuance and a heart that sought expression beyond words.

Under the tutelage of her singing teachers, she went on to achieve the A.T.C.L. Diploma in Piano and the L.T.C.L. Diploma in Vocals from Trinity College, London – qualifications recognised internationally for their rigor and artistry.

These achievements formally certified her as a teacher and performer in both opera singing and piano music, while her Performer’s Certificate for singing attested to her flair on stage.

Nilanka believes that music must move the listener, not merely impress them, emphasising that “technique is a language, but emotion is the message,” and that conviction shines through in her stage presence –serene yet powerful, intimate yet commanding.

Her YouTube channel, Facebook and Instagram pages, “Nilanka Anjalee,” have become a window into her evolving artistry.

Here, audiences find not only her elegant renditions of local and international pieces but also her original songs, which reveal a reflective and modern voice with a timeless sensibility.

Each performance – whether a haunting ballad or a jubilant interpretation of a traditional hymn – carries her signature blend of technical finesse and emotional depth.

Beyond the concert hall and digital stage, Nilanka’s music is driven by a deep commitment to meaning.

Her work often reflects her belief in empathy, inner balance, and the beauty of simplicity—values that give her performances their quiet strength.

She says she continues to collaborate with musicians across genres, composing and performing pieces that reflect both her classical discipline and her contemporary outlook.

Widely acclaimed for her ability to adapt to both formal and modern stages, with equal grace, and with her growing repertoire, Nilanka has become a sought-after soloist at concerts and special events,

For those who seek to experience her artistry, firsthand, Nilanka Anjalee says she can be contacted for live performances and collaborations through her official channels.

Her voice – refined, resonant, and resolutely her own – reminds us that music, at its core, is not about perfection, but truth.

Dr. Nilanka Anjalee Wickramasinghe also indicated that her newest single, an original, titled ‘Koloba Ahasa Yata,’ with lyrics, melody and singing all done by her, is scheduled for release this month (March)

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