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Monday November 9th, 2026

Paradoxical Isle: Razeen Sally’s Personal Rediscovery

Fulfilling a long held dream, noted academic Razeen Sally has swapped academic rigour for the fluidity of the travel writer’s pen.

When Professor Razeen Sally told his friends he was writing a travel memoir on Sri Lanka, eyebrows were raised and foreheads furrowed in puzzlement.

The well-known academic, who teaches at the Lee Kuan Yew School of Public Policy at the National University of Singapore and is the director of the European Centre for International Political Economy, has authored several books and many articles around his specialisation of international trade policy. Still, this project was to be a different beast altogether.

Born in 1965 to a Welsh mother and a Sri Lankan Muslim father, Sally, who acted as a policy adviser to the prime minister and minister of finance in Sri Lanka from 2015-2018, has always felt like a half-outsider in both the country where he spent his early years and the UK where the family relocated to in 1978. Three decades of absence and the death of his father passed before Sally began to rediscover a curiosity about Sri Lanka, its people and its history. He returned to re-explore a country he remembered with the mind of a child through new eyes.

The resulting book, ‘Return to Sri Lanka’, is a travel memoir of Sally’s ongoing reflections during his decade of travels from 2009. Through a lens of personal experience and enlivened by a good dose of humour, Sally delves into the historical, socio-economic and cultural fabric of the Island.

Excerpts of the interview are as follows:

Your book, Return to Sri Lanka, is in two parts; the first is a memoir of your life but also of your extended family. Why was it important to devote so much of the book to the historical aspect?

Sally: Before coming to the present and my journeys in the last decade, I wanted a lead up from Sri Lanka’s ancient past through to the present, and particularly to breathe life into the post 1960s era. I thought the best way of doing that was to tell the story in a very personal way, how my mother met my father in 1955, how she experienced Ceylon when she came here six years later, and my childhood in the very turbulent Sri Lanka of the 1970s. It’s a personal story, but it’s also an evocation of the Ceylon of the 60s, the Sri Lanka of the 70s and those years of my absence in the 80s, 90s and early 2000s.

Having grown up in the UK from age twelve, you’re not a local in Sri Lanka but also not an outsider. How does this feeling colour your commentary on the country?
Sally: It’s something I was born with, and I think it’s also in my constitution. Even when I was growing up here, I’ve always felt like at least a half-outsider. I was Sri Lankan, I didn’t know anything else as a young child, but I felt different. As an adult, I came to think of being a half-outsider as an advantage, the ability to have a critical distance to observe in a detached way.

The subtitle of your book is Travels in a Paradoxical Island, could you pick out the paradoxes you think are most pertinent?
Sally: A striking one is the jarring combination of beguiling tourist charm and an astonishing history of violence in Sri Lanka. Many tourists are bowled over by the country and the people; they can’t understand how the riots happened in 1983, why there was a 25-year civil war, or why there are ethnic riots in a land of Buddhism. That’s the paradox I thought of at the beginning of these journeys.

I haven’t got a definitive answer to it. But I think through reading and the journeys and encounters I’ve had along the way I’ve got a little bit closer to the complexity of things. These paradoxes are there all the time; there is this Sinhala Buddhist charm, and yet there’s this seething violence that simmers just under the surface and sometimes explodes. Sometimes it’s organised, sometimes it only takes a little spark. There’s a lot of violence in Sri Lankan culture, including a lot of domestic violence, and that’s not, of course, exclusive to Sinhala Buddhist culture. Drawing out that first paradox is something I tried to do in the book.

Another theme of the book was the combination of abundance and complacency. While not a paradox, they usually go together and that’s seen strongly in Sri Lanka. It’s very much a wet zone culture phenomenon; you see less of it in the north where the topography means people have to eke out a living out of the hard soil. There are also the minorities, earning their living through trade over generations, but that’s not the history of Sinhala Buddhists culture in the wet zone in the South and the middle.

Another side of complacency is a gender issue in Sri Lanka. As a friend of mine put it to a female friend ‘It’s the women who are at least half at fault because as mothers they’re hard on their daughters, but they pamper their sons who will become little Emperors and never grow up.’ It’s a classic sight where you drive through the small villages, and you see women working but men often just lounging around. It gets perpetuated through the generations.

You’ve talked about Sri Lanka’s tendency to ‘miss the bus’. Has the recent Presidential election changed your view?

Sally: The last junction was in 2015, and the bus took a wrong turn, as before. Is this election a watershed? Well in many senses it is, but I don’t think the bus is going to take the right turn this time either. I think it’s a relapse to what you’ve seen before under the Rajapaksas’. Obviously, some things will be new, not least because Gotabaya Rajapaksa rather than his brother is the president. Still, I don’t think the kind of big man politics Sri Lanka has returned to is a credible long term solution to the country’s problems. We’ve had this before, and I suspect the result will be similar to what we’ve seen before not just with Mahinda but with Premadasa and J.R. Jayawardena.

Too much trust invested in one man to sort everything out, to cleanse the nation as it were, and hardly any thinking about really changing the institutions and the people who man the institutions because without that nothing fundamentally is going to change in Sri Lanka. That change has got to be bottom-up, a complicated long term proposition that involves hard work, not simplistic solutions. What history teaches us in most places, including in Sri Lanka, is that the rule of the big man ends up weakening or destroying institutions not building them up. Because it is so personalised and power becomes so centralised.

And as I say in the book, some of my thinking on this was sparked by conversations I’ve had with Bradman Weerakoon that go back seven or eight years. He was arguably independent Ceylon’s most outstanding civil servant. He served under nine prime ministers, and in his retirement, he wrote a book about his home district, Kalutara where he talks about the very rural scenes that still exist five minutes off the modern town’s roads. You have, as he put it, the hierarchy of the robe, and the big man culture that starts in the home with strong cultural deference perpetuated through generations. The hierarchical structure evident, the authority of the robe.

In a nutshell, these things are going to be very difficult to change, and I don’t think the Rajapaksas will be the change agent in the right direction. So in that sense, I don’t see a good future for Sri Lanka.

Was there anything you learned about Sri Lanka that particularly surprised you over your recent travels?
Sally: When I started coming back in 2006 I had a pretty jaundiced view of Sri Lanka, the years of absence had made me more critical, and I looked down on Sri Lanka and Sri Lankans, in all sorts of ways.

I think the results of re-familiarising myself with Sri Lanka and going beyond what I experienced as a child is more empathy and sympathy. These are complex human beings, like others elsewhere in the world. And yes, there are maddening insufferable, sometimes really dark and evil traits in Sri Lanka, but there’s also a hell of a lot that’s just very endearing, which gets you hooked as so many have been. Those who get hooked become masochists because they put up with all the insufferable stuff, simply because they love it here and they can’t imagine being elsewhere.

The western business people I know here don’t stay in Sri Lanka because it’s a great commercial proposition, it’s not, they put up with it for the sheer love of a country and its people. I’ve undergone a shift of mentality without really going to the extreme of being rosy-eyed and thinking that this place is some sort of paradise.

What’s the last great book you read?
Sally: I have become a big biography fan. The last great book I read was Plutarch’s Parallel Lives. Although written at the beginning of the second century AD, it’s very modern. There’s even one Greek life, Alcibiades that is the prototype for Boris Johnson: the brilliance; the lying; the mythmaking; the drinking; the womanising; the unpredictability; the oscillation from high victories to low defeats; and the oratory, it’s all there.

You’ve wanted to be a travel writer since the age of 25. Are the more tales you want to tell or did this book scratch the itch?
Sally: The former. I thought of this book as the first step, and if it were half-successful, then I would go on to do more travel writing. I’ve been thinking about something on Southeast Asia. The lands in between Southeast Asia are the crossroads of India and China and their two cultures; that would be the historical, cultural and archaeological starting point. There are ten countries, they’re bigger than Sri Lanka, and some are even more complicated, so it would probably be another ten-year project!

(Rachael Cove is an editor at Economy Next’s sister magazine Echelon)

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Sri Lanka’s flash floods in capital point to systemic institutional failure, ignored directives

ECONOMYNEXT – As torrential monsoon downpours transformed Sri Lanka’s commercial capital’s thoroughfares into raging brown rivers on Friday (06) submerging vehicles, paralyzing public transit, and inundating critical facilities like the National Hospital, the crisis was framed by authorities as an act of nature.

But for the millions of residents wading through waist-deep water, the disaster was not merely meteorological. It was man-made, preventable, and a glaring testament to gross institutional negligence.

Vraîe Cally Balthazaar, the Mayor of the island nation’s biggest local governing body Colombo Municipal Council (CMC) posted on her FaceBook (Meta) platform just a week ago before the floods that people in her ward “have had to live with the risk of flooding for years” after the stormwater drain running through the Jawatta Public Cemetery collapsed in 2019.

She said in the post that she promised the residents that the CMC would get the repairs done before the end of September, and she was happy to say that the CMC has “managed to complete the work by September 15.

“And sometimes, something as simple as fixing a drain can make a real difference to an entire neighbourhood,” Balthazaar said.

However, the flash floods saw the same area heavily flooded despite the ‘fixing’ by the CMC.

Just 24 days before the floods, Prime Minister Harini Amarasuriya herself issued a direct, unequivocal order to government officials and municipal authorities to treat the cleaning of Colombo’s canal and drainage systems as an exceptional priority.

She directed to expedite the work and complete it within two weeks to ensure proper rainwater management amid anticipated increases in rainfall.

Prime Minister Amarasuriya issued these directives while addressing the Colombo District Coordinating Committee meeting held on October 13 at the Narahenpita District Secretariat.

During the meeting, officials from divisional secretariat offices, the Agrarian Development Department, and the Provincial Irrigation Department highlighted existing challenges in cleaning drainage and canal systems, noting issues such as a shortage of technical officers and difficulties faced in formulating plans and estimates.

Her instruction came in response to early meteorological indicators pointing toward an intensifying inter-monsoonal rainfall season.

But the floods last week proved that these directives had been ignored, delayed, and left unimplemented by the very bodies sworn to protect the city’s populace.

Recognizing the chronic vulnerability of the commercial capital’s low-lying geography, the Prime Minister instructed relevant stakeholders to systematically clear Colombo’s primary canals, secondary outlets, and subterranean drainage systems.

Crucially, the directive came with a strict deadline: a two-week window to complete the comprehensive clearing of blockages, silt, and solid waste that choke the city’s waterways.

Colombo would not have had last week’s floods, had the Prime Minister’s instruction been heeded and executed.

But the Prime Minister’s instruction designed precisely to preempt the catastrophic urban flooding that has chronically plagued Colombo during heavy weather was ignored.

Yet, when the skies opened up last Friday (06), the two-week deadline had long expired into the ether of bureaucratic inaction.

The canals remained congested with plastic debris, unauthorized construction bottlenecks, and thick layers of silt.

The drainage systems, starved of maintenance, failed instantly.

Neither the central government machinery nor the Colombo Municipal Council (CMC) can wash their hands of accountability.

The ‘Clean Sri Lanka’ programme under the current government has been created to deal with prevention of flooding among many other ambitious goals.

“The responsibility for this damage must be borne by the President even more than the Mayor,” former Urban Development and Megapolis Minister Champika Ranawaka, a strong government critic, said on his YouTube platform.

“He is the head of the disaster management apparatus, and ‘Clean Sri Lanka’ operates under his direct leadership. Because of his actions and their administrative conduct, the entire state machinery has been brought to a standstill.”

Anatomy of Municipal Paralysis

When orders from the higher office like Prime Minister of the state can be casually sidelined by municipal inertia, it exposes a profound fracture in governance, one where public safety is compromised by institutional paralysis.

At the heart of Colombo’s drainage crisis is a systemic failure of local governance and inter-agency coordination.

The Colombo Municipal Council, tasked with the day-to-day stewardship of municipal infrastructure, waste management, and local drainage networks, has long operated in an administrative comfort zone characterized by reactive posturing rather than proactive mitigation.

When the Prime Minister’s directive was issued in mid-October, it should have triggered an immediate emergency mobilization.

Municipal work crews, heavy machinery, and desilting operations ought to have been deployed across every vulnerable ward, from the commercial hubs of Fort and Pettah to densely populated residential quarters like Borella, Wellawatte, and Grandpass.

Instead, citizens witnessed what can only be described as administrative inertia.

Bureaucratic red tape, sluggish procurement of maintenance contracts, and a lack of accountability mechanisms meant that instructions from the Prime Minister trickled down into endless committee meetings rather than field operations.

By treating a critical pre-monsoon cleanup as a routine administrative task rather than an urgent, life-saving imperative, municipal officials displayed a reckless disregard for urban risk management.

The government repeatedly said it has collected ample tax revenue to run the country. But that money could not be used urgently to protect the Colombo city when it was evident what was going to happen as per Prime Minister Amarasuriya’s instructions.

Furthermore, the failure extends beyond mere delayed cleanups to encompass chronic structural enforcement failures.

Over decades, Colombo’s natural hydrological buffers including its wetlands, marshes, and secondary flood retention areas have been systematically degraded or encroached upon by uncoordinated commercial and residential developments.

When drainage systems are clogged with garbage while vital retention pathways are blocked by concrete, even a standard heavy downpour is bound to trigger catastrophe.

Friday’s deluge merely exposed the cumulative cost of this willful administrative blindness.

Economic Toll of Negligence

The consequences of this systemic failure were borne immediately by ordinary citizens and critical public infrastructure.

The inundation of the National Hospital of Sri Lanka, where floodwaters unprecedentedly breached critical service areas, should be considered a national scandal.

That a premier healthcare institution can be crippled within 2 hours of heavy rain, jeopardizing patient care and compromising sterile environments, illustrates the deadly stakes of municipal failure.

Beyond the hospitals, small business owners watched their livelihoods float away, commuters were stranded for hours in gridlocked, submerged buses, and low-income families residing in underserved settlements suffered extensive property damage.

For an urban economy trying to anchor Sri Lanka’s fragile post-crisis recovery, recurring paralyzing floods exact a heavy toll in lost productivity, infrastructure damage, and emergency response costs.

Accountability

The CMC and government have pointed fingers at the illegal structures erected under past governments for the latest disaster. But this government has already been in power for two years.

In the aftermath of the disaster, routine finger-pointing between central agencies and municipal bodies also has begun, with officials attempting to deflect blame onto unprecedented rainfall volumes.

But meteorological data offers no refuge for negligent administrators.

The rainfall, while heavy, was seasonally anticipated; indeed, it was precisely why the Prime Minister issued her October directive.

When a directive issued by the second-in-command of the country is left gathering dust on a municipal desk while citizens face preventable devastation, the social contract breaks down.

The current government and the Colombo Municipal Council cannot hide behind excuses of resource constraints or administrative oversight.

Preventing flash floods requires more than issuing seasonal press releases or convening post-disaster committees after the water has receded.

It demands rigorous enforcement, transparent institutional accountability, and a zero-tolerance approach to administrative lethargy.

If the authorities cannot execute basic drainage maintenance, Colombo will remain structurally vulnerable, hostage to the next raincloud, and failed by the very institutions meant to protect it. (Colombo/November 08/2026)

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Sri Lanka rupee closes at 332.53/59 to US dollar spot, bond yields edge up

ECONOMYNEXT – Sri Lanka’s rupee closed at 332.53/59 to the US dollar spot on Monday, from 332.55/60 the previous day, while bond yields closed higher, dealers said.

A bond maturing on 15.09.2029 closed at 190/98 percent, up from 10.85/95 percent.

A bond maturing on 01.08.2030 closed at 11.07/12 percent, up from 11.05/10 percent.

A bond maturing on 01.02.2031 closed at 11.30/40 percent, up from 11.10/15 percent.

A bond maturing on 15.12.2032 closed at 11.65/70 percent, up from 11.55/65 percent.

A bond maturing on 01.11.2033 closed at 11.95/12.00 percent, up from 11.90/95 percent.

A bond maturing on 15.10.2034 closed at 12.10/15 percent, up from 12.05/12 percent.

A bond maturing on 15.08.2036 closed at 12.40/50 percent, up from 12.30/40 percent. (Colombo/Nov9/2026)

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Sri Lanka stocks close up 1.37-pct, banks lead turnover

ECONOMYNEXT – Sri Lanka’s Colombo Stock Exchange closed up on Monday, CSE data showed, with the benchmark All Share Price Index moving up 1.37 percent.

The ASPI was up 291.72 points at 21,531.37, while the more liquid S&P SL20 was up 1.67 percent, or 100.96 points, at 6,146.34.

Positive contributors to the ASPI were Commercial Bank of Ceylon (up 2.86 percent at 216.00 rupees), Hatton National Bank (up 1.52 percent at 399.75 rupees), Asiri Hospital Holdings (up 12.86 percent at 31.60 rupees), Tokyo Cement Company (up 5.22 percent at 84.70 rupees), and Access Engineering (up 3.93 percent at 81.90 rupees).

Carson Cumberbatch (down 4.24 percent at 712.00 rupees), Richard Pieris and Company (down 2.43 percent at 28.10 rupees), LOLC Holdings (down 0.62 percent at 400.00 rupees), Renuka Holdings (down 2.63 percent at 37.00 rupees), and Chevron Lubricants Lanka (down 0.61 percent at 204.25 rupees) were top negative contributors.

Market turnover was 3.33 billion rupees. The S&P/CSE Banks Industry Group led turnover with 667.76 million rupees.

The session saw heavy crossings, according to Raynal Wickremeratne, Head of Research and Strategy at NDB Securities. Significant crossings included Keells (23 million rupees), Distilleries Company (27.7 million rupees), Sunshine Holdings (30.6 million rupees), Commercial Bank (32.4 million rupees), Ceylon Tobacco Company (35.6 million rupees), Hatton National Bank (39.5 million rupees), Prime Lands (40.5 million rupees), and HAS Holdings (41.5 million rupees).

In corporate news, Hayleys Retail Holdings Ltd announced it has partnered with supply chain software provider Blue Yonder to build and scale an AI-native grocery supermarket chain across Sri Lanka. (Colombo/Nov09/2026)

 

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Sri Lanka’s Hayleys Retail to launch supermarket chain with Blue Yonder

ECONOMYNEXT — Hayleys Retail Holdings Ltd has selected supply chain software provider Blue Yonder to build its grocery retail operations from the ground up, the two companies said in a joint statement.

Hayleys Retail, a member of Sri Lanka’s diversified conglomerate Hayleys Group, plans to open several stores in the near future to serve consumers across the country. The agreement marks Blue Yonder’s first retail customer in Sri Lanka.

“Our entry into supermarket retail is about bringing that same commitment to quality and reliability closer to everyday Sri Lankan consumers,” Mohan Pandithage, Chairman and Chief Executive of Hayleys PLC said.

“With Blue Yonder, our teams will have AI-driven insight to deliver a seamless, consistent shopping experience across every store,” he said.

Hayleys, which accounts for approximately 5 percent of Sri Lanka’s export income and operates across 17 business sectors, is entering the large-scale supermarket space by drawing on its group strengths in manufacturing, logistics, and services.

The company selected Blue Yonder to connect its data across merchandising and shelf space, deploy artificial intelligence agents to catch operational issues early, and scale its business into a national network without changing platforms.

The rollout will begin with merchandise operations to manage suppliers, items, costs, and pricing, followed by machine learning capabilities to forecast demand and balance store inventory during seasonal peaks.

“Hayleys Retail is choosing one where AI is the foundation rather than an add-on—connected data and agentic AI built into core merchandising operations, and planning that learns as the business grows,” Antonio Boccalandro, President, APAC at Blue Yonder said.

The retailer plans to use the platform to automate routine store tasks and adjust inventory according to real-time sales and local market trends as its store footprint grows. (Colombo/Nov09/2026)

 

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Sri Lanka’s Citrus Leisure extends Lotus Tower management pact

ECONOMYNEXT – Sri Lanka listed hospitality firm Citrus Leisure said it has extended an agreement to manage consumer-facing and entertainment spaces at the Colombo Lotus Tower, which includes revolving restaurant Blue Orbit, until June next year.

The initial agreement signed between Citrus Leisure and Colombo Lotus Tower Management Company (Private) Limited (CLTMC) is due to expire on December 11.

“The Board of Directors of CLTMC at meeting held on 2nd November 2026 has resolved to extend the term of the Management Agreement and continue the existing Management Agreement until 30th June 2027, to which the company has given its concurrence,” the company said in a market filing.

Citrus Leisure Plc opened its revolving restaurant at the Lotus Tower in December 2023.

The company signed a 3-year agreement with CLTMC in May 2023 to provide services in the management of (l) the banquet hall 1 on the 25th floor, (2) the banquet hall 2 on the 26th floor, (3) the revolving restaurant on the 27th floor, (4) the 6 suites situated on the 28th floor and the kitchen in the basement floor of the Colombo Lotus Tower.

The 350-meter or 1,150-feet tower, the tallest in South Asia, was built at a cost 104.3 million US dollars with 80 percent of the money borrowed from Exim Bank of China.

Located in the commercial heart of Colombo, the tower has been called a symbolic landmark of Sri Lanka as well as a colossal white elephant and has been mired in controversy for years. (Colombo/Nov9/2026)

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CIC Holdings Sept quarter net profit rises 20-pct to Rs1.7bn

ECONOMYNEXT — Sri Lanka conglomerate CIC Holdings recorded a net profit of 1.66 billion rupees for the quarter ended September 30, rising 20.3 percent from 1.38 billion rupees in the same quarter last year, interim accounts showed.

The group posted basic earnings per share of 0.87 rupees for the September quarter, up from 0.73 rupees a year earlier.

Quarterly revenue grew 3.4 percent to 20.89 billion rupees from 20.20 billion rupees, supported by broad-based growth across industrial solutions, livestock, and healthcare segments, which counterbalanced relative demand moderation in agricultural inputs.

Cost of sales rose 5.3 percent to 15.20 billion rupees, outpacing revenue growth and causing gross profit to contract marginally by 1.2 percent to 5.68 billion rupees.

Results from operating activities dropped 7.3 percent to 2.66 billion rupees from 2.87 billion rupees, impacted by higher operating overheads.

Selling expenses expanded 6.8 percent to 2.15 billion rupees, and general and administrative expenses climbed 5.8 percent to 1.07 billion rupees, while other operating income dropped 29.6 percent to 117.40 million rupees.

However, operating profits were cushioned by an impairment reversal on trade receivables of 85.83 million rupees, turning around from an impairment provision of 23.38 million rupees in the corresponding quarter last year.

Net finance costs climbed 35.4 percent to 712.25 million rupees from 526.01 million rupees.

The increase was driven by a 30.8 percent rise in finance expenses to 771.46 million rupees, primarily reflecting higher interest expenses on loans to finance elevated working capital and inventory requirements.

The quarter’s bottom line was strongly bolstered by CIC’s equity-accounted investment in John Keells Holdings PLC (JKH).

Share of profit from equity-accounted investees surged more than fourfold to 590.50 million rupees from 257.87 million rupees, driven by JKH’s strong profit expansion during the period.

The group also recognized a gain on bargain purchase of 55.59 million rupees during the quarter resulting from additional share purchases in JKH where the proportionate net asset value exceeded acquisition cost, compared to no such gain a year earlier.

With associate income gains offsetting operating margin contraction and higher borrowing costs, group pre-tax profit held virtually flat at 2.59 billion rupees, down 0.11 percent.

Income tax expense fell 29.4 percent to 606.24 million rupees from 858.71 million rupees, driving total group profit for the period up 14.1 percent to 1.98 billion rupees.

Total group assets stood at 108.58 billion rupees as of September 30, up from 99.75 billion rupees at the end of March 2026.

Group net asset value per share increased to 25.52 rupees from 22.10 rupees a year earlier.

CIC Holdings’ ordinary voting shares closed at 27.80 rupees at the end of September.(Colombo/Nov09/2026)

 

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