Features
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE
Part 10
Wrapping up in Japan
I was sorry that my wonderful stay in Japan was coming to an end. The Industrial and Systems Engineering course had come to a close. My wife, too, joined me for the last week. The Asian Productivity (APO) organizers of the course were very gracious in inviting her to the closing ceremony and the farewell party.
All the participants were excited about putting what we had learned into practice. In fact, we had to submit a work programme we hoped to implement upon returning to our home countries. The APO and AOTS (Association for Overseas Technical Scholarship) staff left no stone unturned to give us theoretical and practical knowledge over these three months. We were so grateful to them.
My wife and I had planned some interesting sightseeing, but nothing went according to plan. We had planned some excursions from the day after the course finished, but the TV announced early morning about an impending typhoon, advising everyone to stay indoors. The joke by the Philippines participants that “the only things they export to Japan are typhoons” came true.
Most typhoons originate near the Philippines and head towards Japan mainly in September. The “all clear signal” came only in the afternoon. The other trip we went on was to the amusement park at Lake Yamanaka at the foot of Mount Fuji. It was a disaster because it was the sunniest Saturday of that summer, and everyone was going in the same direction. The usual two-hour trip became six hours, and by the time we got to the park, it was time to leave on our pre-booked return bus. We just had time for a short paddle boat ride.
Stopover in the Philippines
As I had mentioned in an earlier episode, The Ceylon Tyre Corporation, where I was the Industrial Engineer, had a technical collaboration with BF Goodrich, a global tyre manufacturer with plants in several countries. They arranged for me to visit their plant near Manila.
If my memory is correct, I recall that the Sri Lanka rupee was stronger than the Philippine peso at that time. We were picked up at the airport by the Plant Manager, and the first thing he told my wife was, “Don’t ever wear that chain when you go out”. He told me, “Never wear that wristwatch when you go out”.
On the way to the hotel, the police checked the car. We were asked to get out and were checked. Immediately, I formed a negative opinion of the country. Apparently, there were some bomb explosions in the city. Marcos’s term was coming to an end. The general gossip was that Marcos had engineered the bomb blasts so that he could continue with Martial Law.
In 1980, Sri Lanka had no checkpoints, nor was anyone checked. When I entered a mall in the evening, the security guard thoroughly checked my wife’s handbag and my camera case. I was surprised at these checks. A couple of years later, Sri Lanka was in the same boat.
The factory visit was great. I was struck by the comparison that at the Ceylon Tyre Corporation, we made 1,000 standard tyres with 2,000 employees, while at the BF Goodrich factory they made 2,000 tyres with 1,000 employees. Our labour productivity was awful. However, I learned a few things that we could improve back home.
Back at work
Returning to the factory and resuming my job as the Industrial Engineer, I implemented some changes. Still, I found a lot of resistance from many others. I was determined to implement the famous Japanese “Quality Circles”, where non-executive employees are trained and empowered to analyze production and quality problems and proceed in a systematic way to find the root causes, generate solutions and implement them with management approval.
BF Goodrich New York sent a set of success stories and failures of Quality Circles from the USA and Europe. The year 1980 was the peak of the popularity of Quality Circles, and almost every journal, whether it was Engineering, Accountancy, Personnel Management, or Management, had articles about this new technique from the mystical Far East.
I wasn’t making much progress with Quality Circles, and a colleague told me it would never succeed because the Chairman was a non-believer in the participative style of management. The workers immediately erased the factory floor lines I managed to paint. Change was not favoured.
I discussed my frustrations with my immediate boss. I explained my desire to implement many new methods I learned in Japan and expected him to remove these obstacles. He pondered and said, “OK. Give me three months”. After three months, I had not noticed anything new or any change in attitude, so I confronted my boss again. He leaned back in his chair, smiled and said, “When I completed my MSc and returned, I faced a similar situation, but in three months, my enthusiasm had vanished. I expected the same to happen to you, so I promised that all your frustrations would be over in three months. I never bargained for your enthusiasm to remain”.
Since I had no role to play now and had implemented many new things, I decided it was time to seek better opportunities elsewhere where I could experiment with my newly gained knowledge.
Seeking New Opportunities
I had applied to a few other places and was selected, but I was still unhappy with the emoluments package. Nothing could match the salary and incentives at the Tyre Corporation despite my new position being at a much higher level. However, the Co-operative Management Services Centre (CMSC), later renamed the Sri Lanka Institute of Co-operative Management (SLICM), offered me the post of General Manager.
Unfortunately, I was informed by the Tyre Corporation that I have to complete the three-year obligatory period because of my training in Japan and that I cannot resign now. I had to decline the lucrative CMSC offer.
The Tyre Corporation was finding it difficult to find a replacement for the post of Finance Manager despite repeated advertisements. Even the previous Finance Manager was partly qualified. I, as the Industrial Engineer, was the only fully qualified Accountant. However, I had not worked a single day as an accountant.
I was very close to the Finance and Accountancy Division staff because my work involved a lot of information from Accounts for my performance analysis. When the advertisement for a Finance Manager (Head of Finance) appeared once more, the staff of the Accounting Division wanted me to apply, assuring me of their fullest support.
They probably went on the premise that the known devil is better than the unknown. I applied, and the Board of Directors interviewed me and asked me only one question: “Are you sure you want this post?” I said yes, and they all said, “Then the post is yours”. Nothing happens in Corporations until the minutes are confirmed at the next Board meeting.
While waiting for the next Board meeting, I heard that the CMSC vacancy was still unfilled. It has been six months since my interview there. I also heard that the Minister responsible for CMSC was in a dilemma because the two internal candidates for the post were from families known to the him, and he did not want to displease the one who would not be selected.
At the same time, my sister, who was Senior Assistant Secretary (Legal) to the Ministry of Justice, took me to meet Mr. S B Herath, the Minister of Food and Co-operatives. Immediately, he ordered CMSC to pay my bond, which was down to half its value by then and bonded me for two years at CMSC instead. He said, “This is only an intra-Government bookkeeping transaction”, so it’s not an issue. The Minister’s dilemma was sorted. An outsider was the better choice. He was probably displeased both internal candidates.
The day before the next Board meeting of the Tyre Corporation, the General Manager asked me to meet him and announced the contents of the letter he had received from the Ministry of Co-operatives. I confirmed my decision to take up the appointment at CMSC. When he got to know of my decision, the Chairman of the Tyre Corporation, Mr Justin Dias, tried to persuade me to remain, but I declined.
Later that evening, my uncle, Mr Sam Wijesinha, a former Secretary General of Parliament and later the Ombudsman, visited me, claiming that Mr Justin Dias had said I was making a terrible mistake. I explained that I knew the new place well because of their pioneering studies in improving co-operative societies with Swedish experts.
My uncle finally accepted my reasoning. My father’s approach was different. He said that even if it is a terrible place, you should take it if you have the courage and ability to turn it around. CMSC paid the bond, and I left the Tyre Corporation.
Moving to the CMSC
The CMSC was set up to provide advice, consultancy services and training for all types of Co-operative Societies. It was also an advisory body that advised the Minister if needed. During the closed economy, it conducted many useful projects such as queue reduction, form design, system design, and other work for the co-operative sector. The consultants were from Agriculture, Industry, Industrial Engineering, and Marketing. This is why the board preferred a multidisciplinary person to head the organization, and I fitted the bill. In addition to the consultants, there was the Administration Division, Documentation division and the support staff.
The previous incumbent of my post was Mr Olcott Gunasekera, who was the Chairman and General Manager. He had retired as the Commissioner of Co-operative Development and then taken the post at CMSC. Subsequently, he resigned from CMSC. When I arrived, the Chairman was Mr P K Dissanayake, who was still the Commissioner of Co-operative Development as well.
On my first day, I understood the culture of the new place. Being taken around, I was introduced to the staff and the building. We were on two floors of the MARKFED building in Grandpass. On my rounds, I noticed that one room shared by two consultants had no window curtains, but all other rooms had. Upon inquiry, I was informed that the two consultants had divergent views about the curtain. One wanted the curtains fully open, while the other wanted them fully closed. One morning, they discovered that the curtains had mysteriously vanished overnight. They were never replaced.
I did not see much enthusiasm at the staff meeting; most were with dull faces. Perhaps they disliked being bossed by a 33 year old General Manager. There was no vibrancy. The issues brought up were mostly petty issues. The next day, one consultant walked into my office with his cup of tea and blamed the administrative officer for the tea’s poor quality and lack of cleanliness. It was shocking. I had hoped they would be ready with plans to revive the co-operative sector rather than surface petty issues.
I realized that a complete overhaul of the culture was necessary. Most staff members were late to the office, and my first task was to issue a circular about being punctual and that there would be no grace period. Suddenly, all support staff, led by an “unofficial leader”, barged into my office about the circular. They had done their homework and found that many government organizations had a grace period except Tyre Corporation.
I stuck to my decision, and people got the message that I meant business. I transformed the sleepy office towards a more vibrant environment by organizing several training seminars for co-operative society staff. The sleepy office sprang to life, with even the idling drivers helping to fold and post the circulars. The place was beginning to change gradually. The older consultants gradually left with new opportunities brought about by the newly opening economy. I was sorry to lose the good experience, though.
More about CMSC in the next episode.
Sunil G Wijesinha
(Consultant on Productivity and Japanese Management Techniques
Retired Chairman/Director of several Listed and Unlisted companies.
Awardee of the APO Regional Award for promoting Productivity in the Asia and Pacific Region
Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)
Features
BRICS upholds inclusive growth; re-affirms South-South cooperation
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 Sprit 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 its 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.
Features
Not I — We: A new uniform will mean nothing if the person inside it is left behind
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
Features
The Miss World 2026 scene …
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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