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R. ‘Killi’ Rajamahendran

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by Krishantha Prasad Cooray

It was early 2005, a few months after I had been made the CEO of Rivira Media Corporation, founded by Richard Pieris and Co. PLC. I had been warned that the media industry was a cutthroat one, and to expect little help for a fledgling newspaper like Rivira. Still I decided to reach out to the heads of some electronic media organizations to see if we could work together.

Among those I emailed was the Chairman of MTN Networks, Raja Rajamahendran, better known as Killi Maharaja. I introduced myself and the newspaper and asked if I could meet him at his convenience. Having sent the email, I took a moment to scoff at my own hubris. Mr. Rajamahendran, was not just the head of the country’s largest private broadcasting empire. He also chaired dozens of companies in areas as diverse as manufacturing and infrastructure development. There was no chance he would have time to spare for a young upstart trying to start a newspaper.

I soon discovered how wrong I was. He was exactly that kind of man.

Within hours, Mr. Rajamahendran had personally replied my email. He congratulated me on starting the newspaper and gave me an appointment to meet him the very next day. I was stunned, honoured and extremely impressed. When I went to his office on Dawson Street the next day, he met me on time, greeted me warmly and extended his full support. For over an hour, he advised me on the ins and outs of the media industry and gave me tips on everything from cultivating advertisers to assembling a first-class team. When I got up to leave, the man I now knew as Killi rose with me, escorted me downstairs and saw me to my car. He gave me his personal phone number. “Call me anytime,” he said as I left.

After that meeting I realized that it was no accident that he had built and rebuilt one of the most consequential conglomerates in the history of Sri Lanka. Killi had an eye for those who were different, who stood out, and who took on challenges. Whenever he saw these qualities in others, he was reminded of his own youth, and the challenge he and his brother faced having to fill their father’s shoes and take over the Maharaja Organization when Killi was just 23-years old. In the years since, he learned to recognize and groom people for success. He identified talent, ambition and drive, and made room for such people in his own life, irrespective of their age. And so it was that Killi and I became fast friends.

It wasn’t too long before that climate turned both our lives upside down.

On the night of 22 May, 2008, one of my deputy editors (of The Nation), Keith Noyahr, was abducted outside his home by a team of military intelligence commandos. Of course, at that time, we had no idea who had taken Keith or why, but we knew that time was of the essence if he was to be saved. Killi was one of the people I called for help. He mobilized the full power of his media juggernaut. Every one of his radio and TV stations slammed the brakes on their regular programming and focused on Keith’s abduction. That wall-to-wall coverage would have gone a long way in putting pressure on the government.

But our efforts to save Keith’s life took their toll. Killi and his network were already in the cross-hairs of bloodthirsty and powerful people. Now, for my role in saving Keith and exposing the state’s part in his ordeal, there was a price on my head, and I had to leave Sri Lanka for the United Kingdom. I was in London for several months before returning to Colombo.

While I was in the UK, Killi visited on more than one occasion. He would insist I stay with him at his home away from home in St John’s Wood. He would rib me ceaselessly and joke about how I was the “culprit” who had to flee Colombo for “stirring the pot”. When I returned to Sri Lanka, many friends including Lasantha Wickremetunga, warned me that I was at the top of the hit list. Heeding the demands of my friends, I left Sri Lanka again, this time for India on January 7, 2009, a day after Sirasa TV’s broadcasting station in Pannipitiya was bombed by a team of heavily armed commandos. Killi had left the country just a few days prior, for what was to be the most painful vacation he would ever take.

By then, Killi had received the deeply consoling news that none of his staff had died or suffered serious injury during the assault on his broadcast studio. But the relief would have been short lived. Soon he was to hear that Lasantha, another closed friend, had been killed on the street. For Killi, losing Lasantha was like having a vital organ torn out of his body.

Killi Maharaja could be called many things. From kind, to thoughtful, impish, strong headed, resolute, sensitive or intuitive. Those who butted heads with him could find him to be irascible at best and maddening at worst. But there was one thing that Killi never, ever was: afraid.

He never feared being judged, being wrong or being harmed. He did not fear friendship or intimacy. He was not afraid to laugh or be laughed at. He was unafraid of bad luck, unfortunate timing, consequences, impossible tasks or putting himself in harm’s way. Most uniquely, he was never ever afraid of politicians. In the truest sense of the word, he was a Maharaja from head to toe, unabashedly unbowed and unfailingly unafraid.

It is common among business leaders to make decisions written in sand, easily blown away by a breath of air from the political powers of the day. But when Killi Maharaja made a decision, it was irreversible – carved in stone. He stood by his friends; the consequences be damned.

So, when I returned to Sri Lanka, and the most powerful rulers in the land personally called major business leaders and warned them of dire consequences if any of them dared to give me a job, he could not have cared less. Knowing that the government wanted to harm me only doubled his resolve to invite me to work for him at the Capital Maharaja Organization.

He was unfailingly loyal to his friends and employees. Throughout my professional career, I have closely associated with those in the highest echelons of the Sri Lankan business world. Having done so, I can count on one hand our “titans of industry” who shared Killi’s loyalty and devotion. Even on one hand I would still have three fingers to spare. The sad truth is I know only of a single person other than Killi who would put his friends and colleagues above political pressure, intimidation or expediency and fearlessly stand by you.

Many business people inherited their empires or built them through political cronyism. Killi did not inherit, build and run a successful business empire despite his unique blend of courage and generosity. He succeeded because of it, as a cardinal rule never putting profit before people.

It was not long after I started working for him that I realized he had a remarkable attitude towards life. Here was a man who had had his businesses bombed and burned down several times. Several close friends, from Gamini Dissanayake to Lasantha Wickrematunge to Neelan Tiruchelvam had been assassinated. He was forced to send his children abroad to ensure their safety while he stood by his employees and stood up to the gale force headwinds of running a non-state media network in Sri Lanka. No matter what hardship came his way, or how often he was betrayed by those he groomed, he picked himself up and moved on, helping those around him to do the same. However hard life was, however, cruel or unfair it was to him, he responded with love and embraced it without a hint of regret or a shred of remorse.

But sadly, when I remember Killi and everything he did for me, there is no escaping my own burden of regrets and remorse. As we worked together over the years, our friendship was tested. Our differences of opinion started to emerge. Tensions rose. As two people equally defined by our stubbornness, Killi and I often found ourselves diametrically opposed to each other. In the four years that I worked for him our relationship changed. As an employee, my disagreeing with Killi on political issues was no longer just a matter of opinion but one of insubordination.

When I decided in 2013 to leave the Maharaja group over one of the most serious differences we had, Killi refused to accept my resignation. When he realized I had already made up my mind he insisted that I meet him. I went to his office and we had a candid heart-to-heart. We decided to part ways professionally. When I got up to leave, Killi, ever the gentleman, re-enacted our first meeting from 2005. He got up, walked me down to the car, and told me that I should never hesitate to call him anytime. For the first time since I’d known him, his voice was grave, without even a hint of humour. There was no “adey” or “you bugger”. Our relationship was never the same again.

In hindsight, I regret not making enough effort to reconcile with someone who had done so much for me at a time when many were afraid to even speak my name in public for fear of political persecution. On matters close to his heart, Killi often succumbed to an “either you are with me or against me” approach to people. Rather than be open and reason with him, I unfortunately mirrored that same attitude.

Whatever our differences were, I could have found a way to reconcile us. Perhaps I made the mistake of taking for granted that one day soon, we would all be fighting the same battle together and would be on the same side again.

Today, I can find some solace in the fact that my brother Priyantha became very close to Killi in his final years and was a better friend to him. My brother also admired him and appreciated him for who he was, what he had achieved, and what he had done for the country especially the poor and the helpless.

Many fear that losing Killi would mark a death blow to the electronic media similar to that suffered by the print media with the loss of Lasantha Wickrematunge in 2009. After Lasantha died, the print media very quickly learned to “behave” and avoid the wrath of those whose swords had proved mightier than their pens. I don’t share that fear.

Killi didn’t just build companies. He built institutions. He groomed people. I have known and worked with most of the leadership of NewsFirst. Whatever their individual strengths or talents, the one thing Killi cultivated in them all was courage. He built a team whose only fear was letting him down. That fear alone will motivate them now more than ever.

There will never be another Killi. There is no doubt about that. However, Killi has laid the groundwork to cultivate a generation of talented leaders, empowered with the skills and support they need to chart their own course. He gave them a chance to demonstrate their potential and to make an impact on the world.

The job of ensuring that Killi’s passing does not mark the end of an era falls to everyone who benefited from his courage, optimism, wisdom and generosity. It will not be an easy task. But few things that Killi ever did were easy. Given the vast sea of talent and social capital that Killi left in his wake, I have no doubt that he will loom even larger in death than he did in life. Over the last several decades, he planted enough seeds of human potential to dwarf any forest. In the decades to come, these human investments will bear fruit and leave a lasting impact on the country he loved.



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Reconciliation: Grand Hopes or Simple Steps

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In politics, there is the grand language and the simple words. As they say in North America, you don’t need a $20-word or $50-word where a simple $5-world will do. There is also the formal and the functional. People of different categories can functionally get along without always needing formal arrangements involving constitutional structures and rights declarations. The latter are necessary and needed to protect the weak from the bullies, especially from the bullying instruments of the state, or for protecting a small country from a Trump state. In the society at large, people can get along in their daily lives in spite of differences between them, provided they are left alone without busybody interferences.

There have been too many busybody interferences in Sri Lanka in all the years after independence, so much so they exploded into violence that took a toll on everyone for as many as many as 26 (1983-2009) years. The fight was over grand language matters – selective claims of history, sovereignty assertions and self-determination counters, and territorial litigations – you name it. The lives of ordinary people, even those living in their isolated corners and communicating in the simple words of life, were turned upside down. Ironically in their name and as often in the name of ‘future generations yet unborn’ – to recall the old political rhetoric always in full flight. The current American anti-abortionists would have loved this deference to unborn babies.

At the end of it all came the call for Reconciliation. The term and concept are a direct outcome of South Africa’s post-apartheid experience. Quite laudably, the concept of reconciliation is based on choosing restorative justice as opposed to retributive justice, forgiveness over prosecution and reparation over retaliation. The concept was soon turned into a remedial toolkit for societies and polities emerging from autocracies and/or civil wars. Even though, South Africa’s apartheid and post-apartheid experiences are quite unique and quite different from experiences elsewhere, there was also the common sharing among them of both the colonial and postcolonial experiences.

The experience of facilitating and implementing reconciliation, however, has not been wholly positive or encouraging. The results have been mixed even in South Africa, even though it is difficult to imagine a different path South Africa could have taken to launch its post-apartheid era. There is no resounding success elsewhere, mostly instances of non-starters and stallers. There are also signs of acknowledgement among activists and academics that the project of reconciliation has more roadblocks to overcome than springboards for taking off.

Ultimately, if state power is not fully behind it the reconciliation project is not likely to take off, let alone succeed. The irony is that it is the abuse of state power that created the necessity for reconciliation in the first place. Now, the full blessing and weight of state power is needed to deliver reconciliation.

Sri Lanka’s Reconciliation Journey

After the end of the war in 2009, Sri Lanka was an obvious candidate for reconciliation by every objective measure or metric. This was so for most of the external actors, but there were differences in the extent of support and in their relationship with the Sri Lankan government. The Rajapaksa government that saw the end of the war was clearly more reluctant than enthusiastic about embarking on the reconciliation journey. But they could not totally disavow it because of external pressure. The Tamil political leadership spurred on by expatriate Tamils was insistent on maximalist claims as part of reconciliation, with a not too subtle tone of retribution rather than restoration.

As for the people at large, there was lukewarm interest among the Sinhalese at best, along with strident opposition by the more nationalistic sections. The Tamils living in the north and east had too much to do putting their shattered lives together to have any energy left to expend on the grand claims of reconciliation. The expatriates were more fortuitously placed to be totally insistent on making maximalist claims and vigorously lobbying the western governments to take a hardline against the Sri Lankan government. The singular bone of contention was about alleged war crimes and their investigation, and that totally divided the political actors over the very purpose of reconciliation – grand or simple.

By far the most significant contribution of the Rajapaksa government towards reconciliation was the establishment of the Lessons Learnt and Reconciliation Commission (LLRC) that released its Report and recommendations on December 16, 2011, which turned out to be the 40th anniversary of the liberation of Bangladesh. I noted the irony of it in my Sunday Island article at that time.

Its shortcomings notwithstanding, the LLRC Report included many practical recommendations, viz., demilitarization of the North and East; dismantling of High Security Zones and the release of confiscated houses and farmland back to the original property owners; rehabilitation of impacted families and child soldiers; ending unlawful detention; and the return of internally displaced people including Muslims who were forced out of Jaffna during the early stages of the war. There were other recommendations regarding the record of missing persons and claims for reparation.

The implementation of these practical measures was tardy at best or totally ignored at worst. What could have been a simple but effective reconciliation program of implementation was swept away by the assertion of the grand claims of reconciliation. In the first, and so far only, Northern Provincial Council election in 2013, the TNA swept the board, winning 30 out of 38 seats in provincial council. The TNA’s handpicked a Chief Minister parachuted from Colombo, CV Wigneswaran, was supposed to be a bridge builder and was widely expected to bring much needed redress to the people in the devastated districts of the Northern Province. Instead, he wasted a whole term – bandying the claim of genocide and the genealogy of Tamil. Neither was his mandated business, and rather than being a bridge builder he turned out to be a total wrecking ball.

The Ultimate Betrayal

The Rajapaksa government mischievously poked the Chief Minister by being inflexible on the meddling by the Governor and the appointment of the Provincial Secretary. The 2015 change in government and the duopolistic regime of Maithripala Sirisena as President and Ranil Wickremesinghe as Prime Minister brought about a change in tone and a spurt for the hopes of reconciliation. In the parliamentary contraption that only Ranil Wickremesinghe was capable of, the cabinet of ministers included both UNP and SLFP MPs, while the TNA was both a part of the government and the leading Opposition Party in parliament. Even the JVP straddled the aisle between the government and the opposition in what was hailed as the yahapalana experiment. The experiment collapsed even as it began by the scandal of the notorious bond scam.

The project of reconciliation limped along as increased hopes were frustrated by persistent inaction. Foreign Minister Mangala Samaraweera struck an inclusive tone at the UNHRC and among his western admirers but could not quite translate his promises abroad into progress at home. The Chief Minister proved to be as intransigent as ever and the TNA could not make any positively lasting impact on the one elected body for exercising devolved powers, for which the alliance and all its predecessors have been agitating for from the time SJV Chelvanayakam broke away from GG Ponnambalam’s Tamil Congress in 1949 and set up the Ilankai Tamil Arasu Kadchi aka the Federal Party.

The ultimate betrayal came when the TNA acceded to the Sirisena-Wickremesinghe government’s decision to indefinitely postpone the Provincial Council elections that were due in 2018, and let the Northern Provincial Council and all other provincial councils slip into abeyance. That is where things are now. There is a website for the Northern Provincial Council even though there is no elected council or any indication of a date for the long overdue provincial council elections. The website merely serves as a notice board for the central government’s initiatives in the north through its unelected appointees such as the Provincial Governor and the Secretary.

Yet there has been some progress made in implementing the LLRC recommendations although not nearly as much as could have been done. Much work has been done in the restoration of physical infrastructure but almost all of which under contracts by the central government without any provincial participation. Clearing of the land infested by landmines is another area where there has been much progress. While welcoming de-mining, it is also necessary to reflect on the madness that led to such an extensive broadcasting of landmines in the first place – turning farmland into killing and maiming fields.

On the institutional front, the Office on Missing Persons (OMP) and the Office for Reparations have been established but their operations and contributions are yet being streamlined. These agencies have also been criticized for their lack of transparency and lack of welcome towards victims. While there has been physical resettlement of displaced people their emotional rehabilitation is quite a distance away. The main cause for this is the chronically unsettled land issue and the continuingly disproportionate military presence in the northern districts.

(Next week: Reconciliation and the NPP Government)

by Rajan Philips

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The Rise of Takaichi

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Japan PM Sanae Takaichi after election (ABC News)

Her victory is remarkable, and yet, beyond the arithmetic of seats, it is the audacity, unpredictability, and sheer strategic opportunism of Sanae Takaichi that has unsettled the conventions of Japanese politics. Japan now confronts the uncharted waters of a first female prime minister wielding a super-majority in the lower house, an electoral outcome amplified by the external pressures of China’s escalating intimidation. Prior to the election, Takaichi’s unequivocal position on Taiwan—declaring that a Chinese attack could constitute an existential threat justifying Japan’s right to collective self-defence—drew from Beijing a statement of unmistakable ferocity: “If Japan insists on this path, there will be consequences… heads will roll.” Yet the electorate’s verdict on 8 February 2026 was unequivocal: a decisive rejection of external coercion and an affirmation of Japan’s strategic autonomy. The LDP’s triumph, in this sense, is less an expression of ideological conformity than a popular sanction for audacious leadership in a period of geopolitical uncertainty.

Takaichi’s ascent is best understood through the lens of calculated audacity, tempered by a comprehension of domestic legitimacy that few of her contemporaries possess. During her brief tenure prior to the election, she orchestrated a snap lower house contest merely months after assuming office, exploiting her personal popularity and the fragility of opposition coalitions. Unlike predecessors who relied on incrementalism and cautious negotiation within the inherited confines of party politics, Takaichi maneuvered with precision, converting popular concern over regional security and economic stagnation into tangible parliamentary authority. The coalescence of public anxiety, amplified by Chinese threats, and her own assertive persona produced a political synergy rarely witnessed in postwar Japan.

Central to understanding her political strategy is her treatment of national security and sovereignty. Takaichi’s articulation of Japan’s response to a hypothetical Chinese aggression against Taiwan was neither rhetorical flourish nor casual posturing. Framing such a scenario as a “survival-threatening situation” constitutes a profound redefinition of Japanese strategic calculus, signaling a willingness to operationalise collective self-defence in ways previously avoided by postwar administrations. The Xi administration’s reaction—including restrictions on Japanese exports, delays in resuming seafood imports, and threats against commercial and civilian actors—unintentionally demonstrated the effectiveness of her approach: coercion produced cohesion rather than capitulation. Japanese voters, perceiving both the immediacy of threat and the clarity of leadership, rewarded decisiveness. The result was a super-majority capable of reshaping the constitutional and defence architecture of the nation.

This electoral outcome cannot be understood without reference to the ideological continuity and rupture within the LDP itself. Takaichi inherits a party long fractured by internal factionalism, episodic scandals, and the occasional misjudgment of public sentiment. Yet her rise also represents the maturation of a distinct right-of-centre ethos: one that blends assertive national sovereignty, moderate economic populism, and strategic conservatism. By appealing simultaneously to conservative voters, disillusioned younger demographics, and those unsettled by regional volatility, she achieved a political synthesis that previous leaders, including Fumio Kishida and Shigeru Ishiba, failed to materialize. The resulting super-majority is an institutional instrument for the pursuit of substantive policy transformation.

Takaichi’s domestic strategy demonstrates a sophisticated comprehension of the symbiosis between economic policy, social stability, and political legitimacy. The promise of a two-year freeze on the consumption tax for foodstuffs, despite its partial ambiguity, has served both as tangible reassurance to voters and a symbolic statement of attentiveness to middle-class anxieties. Inflation, stagnant wages, and a protracted demographic decline have generated fertile ground for popular discontent, and Takaichi’s ability to frame fiscal intervention as both pragmatic and responsible has resonated deeply. Similarly, her attention to underemployment, particularly the activation of latent female labour, demonstrates an appreciation for structural reform rather than performative gender politics: expanding workforce participation is framed as an economic necessity, not a symbolic gesture.

Her approach to defence and international relations further highlights her strategic dexterity. The 2026 defence budget, reaching 9.04 trillion yen, the establishment of advanced missile capabilities, and the formation of a Space Operations Squadron reflect a commitment to operationalising Japan’s deterrent capabilities without abandoning domestic legitimacy. Takaichi has shown restraint in presentation while signaling determination in substance. She avoids ideological maximalism; her stated aim is not militarism for its own sake but the assertion of national interest, particularly in a context of declining U.S. relative hegemony and assertive Chinese manoeuvres. Takaichi appears to internalize the balance between deterrence and diplomacy in East Asian geopolitics, cultivating both alliance cohesion and autonomous capability. Her proposed constitutional revision, targeting Article 9, must therefore be read as a calibrated adjustment to legal frameworks rather than an impulsive repudiation of pacifist principles, though the implications are inevitably destabilizing from a regional perspective.

The historical dimension of her politics is equally consequential. Takaichi’s association with visits to the Yasukuni Shrine, her questioning of historical narratives surrounding wartime atrocities, and her engagement with revisionist historiography are not merely symbolic gestures but constitute deliberate ideological positioning within Japan’s right-wing spectrum.

Japanese politics is no exception when it comes to the function of historical narrative as both ethical compass and instrument of legitimacy: Takaichi’s actions signal continuity with a nationalist interpretation of sovereignty while asserting moral authority over historical memory. This strategic management of memory intersects with her security agenda, particularly regarding Taiwan and the East China Sea, allowing her to mobilize domestic consensus while projecting resolve externally.

The Chinese reaction, predictably alarmed and often hyperbolic, reflects the disjuncture between external expectation and domestic reality. Beijing’s characterization of Takaichi as an existential threat to regional peace, employing metaphors such as the opening of Pandora’s Box, misinterprets the domestic calculation. Takaichi’s popularity did not surge in spite of China’s pressure but because of it; the electorate rewarded the demonstration of agency against perceived coercion. The Xi administration’s misjudgment, compounded by a declining cadre of officials competent in Japanese affairs, illustrates the structural asymmetries that Takaichi has been able to exploit: external intimidation, when poorly calibrated, functions as political accelerant. Japan’s electorate, operating with acute awareness of both historical precedent and contemporary vulnerability, effectively weaponized Chinese miscalculation.

Fiscal policy, too, serves as an instrument of political consolidation. The tension between her proposed consumption tax adjustments and the imperatives of fiscal responsibility illustrates the deliberate ambiguity with which Takaichi operates: she signals responsiveness to popular needs while retaining sufficient flexibility to negotiate market and institutional constraints. Economists note that the potential reduction in revenue is significant, yet her credibility rests in her capacity to convince voters that the measures are temporary, targeted, and strategically justified. Here, the interplay between domestic politics and international market perception is critical: Takaichi steers both the expectations of Japanese citizens and the anxieties of global investors, demonstrating a rare fluency in multi-layered policy signaling.

Her coalition management demonstrates a keen strategic instinct. By maintaining the alliance with the Japan Innovation Party even after securing a super-majority, she projects an image of moderation while advancing audacious policies. This delicate balancing act between consolidation and inclusion reveals a grasp of the reality that commanding numbers in parliament does not equate to unfettered authority: in Japan, procedural legitimacy and coalition cohesion remain crucial, and symbolic consensus continues to carry significant cultural and institutional weight.

Yet, perhaps the most striking element of Takaichi’s victory is the extent to which it has redefined the interface between domestic politics and regional geopolitics. By explicitly linking Taiwan to Japan’s collective self-defence framework, she has re-framed public understanding of regional security, converting existential anxiety into political capital. Chinese rhetoric, at times bordering on the explicitly menacing, highlights the efficacy of this strategy: the invocation of direct consequences and the threat of physical reprisal amplified domestic perceptions of threat, producing a rare alignment of public opinion with executive strategy. In this sense, Takaichi operates not merely as a domestic politician but as a conductor of transnational strategic sentiment, demonstrating an acute awareness of perception, risk, and leverage that surpasses the capacity of many predecessors. It is a quintessentially Machiavellian maneuver, executed with Japanese political sophistication rather than European moral theorisation. Therefore, the rise of Sanae Takaichi represents more than the triumph of a single politician: it signals a profound re-calibration of the Japanese political order.

by Nilantha Ilangamuwa

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Rebuilding Sri Lanka’s Farming After Cyclone Ditwah: A Reform Agenda, Not a Repair Job

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Paddy field affected by floods

Three months on (February 2026)

Three months after Cyclone Ditwah swept across Sri Lanka in late November 2025, the headlines have moved on. In many places, the floodwaters have receded, emergency support has reached affected communities, and farmers are doing what they always do, trying to salvage what they can and prepare for the next season. Yet the most important question now is not how quickly agriculture can return to “normal”. It is whether Sri Lanka will rebuild in a way that breaks the cycle of risks that made Ditwah so devastating in the first place.

Ditwah was not simply a bad storm. It was a stress test for our food system, our land and water management, and the institutions meant to protect livelihoods. It showed, in harsh detail, how quickly losses multiply when farms sit in flood pathways, when irrigation and drainage are designed for yesterday’s rainfall, when safety nets are thin, and when early warnings do not consistently translate into early action.

In the immediate aftermath, the damage was rightly measured in flooded hectares, broken canals and damaged infrastructure, and families who lost a season’s worth of income overnight. Those impacts remain real. But three months on, the clearer lesson is why the shock travelled so far and so fast. Over time, exposure has become the default: cultivation and settlement have expanded into floodplains and unstable slopes, driven by land pressure and weak enforcement of risk-informed planning. Infrastructure that should cushion shocks, tanks, canals, embankments, culverts, too often became a failure point because maintenance has lagged and design standards have not kept pace with extreme weather. At farm level, production risk remains concentrated, with limited diversification and high sensitivity to a single event arriving at the wrong stage of the season. Meanwhile, indebted households with delayed access to liquidity struggled to recover, and the information reaching farmers was not always specific enough to prompt practical decisions at the right time.

If Sri Lanka takes only one message from Ditwah, it should be this: recovery spending, by itself, is not resilience. Rebuilding must reduce recurring losses, not merely replace what was damaged. That requires choices that are sometimes harder politically and administratively, but far cheaper than repeating the same cycle of emergency, repair, and regret.

First, Sri Lanka needs farming systems that do not collapse in an “all-or-nothing” way when water stays on fields for days. That means making diversification the norm, not the exception. It means supporting farmers to adopt crop mixes and planting schedules that spread risk, expanding the availability of stress-tolerant and short-duration varieties, and treating soil health and field drainage as essential productivity infrastructure. It also means paying far more attention to livestock and fisheries, where simple measures like safer siting, elevated shelters, protected feed storage, and better-designed ponds can prevent avoidable losses.

Second, we must stop rebuilding infrastructure to the standards of the past. Irrigation and drainage networks, rural roads, bridges, storage facilities and market access are not just development assets; they are risk management systems. Every major repair should be screened through a simple question: will this investment reduce risk under today’s and tomorrow’s rainfall patterns, or will it lock vulnerability in for the next 20 years? Design standards should reflect projected intensity, not historical averages. Catchment-to-field water management must combine engineered solutions with natural buffers such as wetlands, riparian strips and mangroves that reduce surge, erosion and siltation. Most importantly, hazard information must translate into enforceable land-use decisions, including where rebuilding should not happen and where fair support is needed for people to relocate or shift livelihoods safely.

Third, Sri Lanka must share risk more fairly between farmers, markets and the state. Ditwah exposed how quickly a climate shock becomes a debt crisis for rural households. Faster liquidity after a disaster is not a luxury; it is the difference between recovery and long-term impoverishment. Crop insurance needs to be expanded and improved beyond rice, including high-value crops, and designed for quicker payouts. At the national level, rapid-trigger disaster financing can provide immediate fiscal space to support early recovery without derailing budgets. Public funding and concessional climate finance should be channelled into a clear pipeline of resilience investments, rather than fragmented projects that do not add up to systemic change.

Fourth, early warning must finally become early action. We need not just better forecasts but clearer, localised guidance that farmers can act on, linked to reservoir levels, flood risk, and the realities of protecting seed, inputs and livestock. Extension services must be equipped for a climate era, with practical training in climate-smart practices and risk reduction. And the data systems across meteorology, irrigation, agriculture and social protection must talk to each other so that support can be triggered quickly when thresholds are crossed, instead of being assembled after losses are already locked in.

What does this mean in practice? Over the coming months, the focus should be on completing priority irrigation and drainage works with “build-back-better” standards, supporting replanting packages that include soil and drainage measures rather than seed alone, and preventing distress coping through temporary protection for the most vulnerable households. Over the next few years, the country should aim to roll out climate-smart production and advisory bundles in selected river basins, institutionalise agriculture-focused post-disaster assessments that translate into funded plans, and pilot shock-responsive safety nets and rapid-trigger insurance in cyclone-exposed districts. Over the longer term, repeated loss zones must be reoriented towards flood-compatible systems and slope-stabilising perennials, while catchment rehabilitation and natural infrastructure restoration are treated as productivity investments, not optional environmental add-ons.

None of this is abstract. The cost of inaction is paid in failed harvests, lost income, higher food prices and deeper rural debt. The opportunity is equally concrete: if Sri Lanka uses the post-Ditwah period to modernise agriculture making production more resilient, infrastructure smarter, finance faster and institutions more responsive, then Ditwah can become more than a disaster. It can become the turning point where the country decides to stop repairing vulnerability and start building resilience.

By Vimlendra Sharan,
FAO Representative for Sri Lanka and the Maldives

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