Features
The Milk Powder Formula – making of Anchor
by Sumi Moonesinghe narrated to Savitri Rodrigo
Now began the process of picking up the pieces (after the July 1983 riots). In 1984, Killi transferred the staff from Berec, the battery company, to Jones Overseas. We had already drawn up plans to begin the import and distribution of Anchor Milk Powder from New Zealand. Killi recruited an excellent marketing director from India, Jojo Kanjirath, who was a highly-experienced marketer and advertising whiz-kid from J Walter Thompson, and I recruited Metha Abeygunewardene, a well-trained sales manager from Unilever, to be my Sales Director.
I knew my team was powerful and had sufficient strength to compete against Nespray, which was produced by Nestle, the world’s largest Swiss-based company with very deep pockets, I might add. It was a well-established brand, having been in Sri Lanka for over 100 years and thus gaining not just brand loyalty but becoming a generic household name for powdered milk.
This entire idea was a very bold move. We were taking on the world’s largest dairy company and even the New Zealand Dairy Board heads were sceptical of our plans. I still recall the breakfast meeting I had with the Regional Managing Director of NZDB’s subsidiary in Singapore, Alistair Betts, and Global Marketing Director of NZDB in Wellington. “How are you going to take on Nestle?” they asked me and I could hear doubt in their voices. Never in any of the NZDB markets, had anyone been audacious enough to take Nestle head-on.
Then came the next question. “Where do you plan on packing the milk powder?” I had my answer at the ready, having anticipated their questions. I talked at length and finally convinced them that we could and we would take on Nespray. “Here’s my plan,” I said and laid it out on the table. By the end of that meeting, I had their fullest support. That breakfast meeting was the start of the Anchor journey in Sri Lanka and Alistair Betts betting on Sri Lanka.
When I met Alistair initially, I was struck not just by his enthusiasm and personality, but by his work ethic, talent and dynamism. He was always attuned to what was going on and willing to change with the times and it was undoubtedly these traits that saw him spearhead the expansion of NZDB’s markets in South-East Asia. I was saddened by his death in 2005 and it was fitting that he was honoured posthumously in the Queen’s New Year honours list, becoming a companion of the Queen’s Service Order.
In an appreciation written by the Chairman of NZDB Sir Dryden Spring when Alistair passed away, Sir Dryden called him a legend and the face of NZDB, and “the first to crack those (South-East Asian) markets and get New Zealand dairy industry brands into Sri Lanka, Malaysia and Taiwan. Many of those brands are still the strongest we have today.”
I negotiated with the Bank of Ceylon for a line of credit to meet our working capital requirements. We then set up a packing plant in an abandoned garment factory in Ratmalana, on the outskirts of Colombo city, owned by Killi’s dear friend Nari Sabnani. While the hardware was being established aligned with our plan, our biggest challenge emerged with the sales agents. Nespray remained No 1 in their minds, and persuading them to place even just 10 packs of Anchor on the shelves was an uphill task. They were fearful of losing the Nespray distribution rights, which was technically their bread and butter. They didn’t want to put their businesses on the line for this newcomer that no one had heard of.
But we had a trump card —our strong marketing team, picked from the best among the best. We rounded up that expert marketing knowledge and began to pull rabbits out of the hat. Our marketing strategies proved to be the winner. Our brand hyped the concept of Anchor Milk Powder being from New Zealand — the fact that the milk was imported was our first scoring point because the Sri Lankan mindset of ‘imported goods being superior’ was yet a strong thread.
Our packaging and marketing collateral evoked the clean pure air of New Zealand with cows grazing on green grass on pristine plains, adding the innuendo that the cows did not have artificial feed but only consumed natural grass. This subtle canvas was our second scoring point. Our third was reiterating that mothers trusted Anchor because Anchor was pure wholesome milk powder.
And we had more! The mother we espoused needed to have a face. We picked Rosy Senanayake as the face of Anchor. She was a young mother who, before getting married, had represented Sri Lanka at beauty pageants. She had just the right blend of beauty and that young motherly disposition which fitted in well with the pristinely pure marketing strategy we were portraying. In hindsight, Rosy was a great pick as she continued to be associated with Anchor throughout her career, even after she won the Mrs. World title.
Our strategies worked and our sales began growing exponentially. In just 12 years, my very dedicated team, whom I liked to call my Anchor A Team (named after the famous TV series, the A-Team) and were truly like my family, had gained more than 70% market share. Beating the world’s No. 1 food corporation into second place was one of the biggest highlights of my business career.
I could never have done all this without Maha and Killi, and of course Susil, who was always there with a strong shoulder to cry on after major arguments with principals and suppliers. While Killi and Maha were always positioned together as the brothers running the Maharaja Group, they were diametrically opposing personalities. I knew Killi from our days in Singapore when he would visit us, but my first meeting with Maha was in their office at Bankshall Street, when I had been appointed Managing Director of the newly incorporated Jones Overseas Limited.
Maha, the older of the two, possessed a calm and collected personality, while Killi was very visionary, daring, outgoing and equipped with the courage to be different. But they got on extremely well, sharing company responsibilities with Killi’s personality fitting in well to travel the world to rally business for the company and Maha, managing the finances and controlling expenses.
Now that we had beaten Nespray and we were well entrenched in the milk powder market, it was time for another challenge. I wanted to tackle the milk tea segment, which was dominated by Lakspray, a cheaper product with only 26% fat. NZDB refused to supply us an equivalent to Lakspray as their thought process was that it would affect Anchor’s positioning. But on the ground, we were very aware of the market sentiment and so I arranged a meeting with the Directors of the UK Milk Marketing Board at the Savoy in London. My friend Baba Vairasinghe, who was the local agent for the UK Milk Marketing Board, arranged the meeting and accompanied me to it.
Some tough negotiations later, I left London with a signed contract for the supply of milk powder and payment arranged via a Letter of Credit. Not long after, two container loads of milk powder from the UK Milk Marketing Board arrived in Colombo – one went to Lanka Milk Foods, the producers of Lakspray, and the other to Jones Overseas for our new brand. This was a tough call for me and in fact, put to test the relationship and trust that had been built with NZDB. I knew Anchor was strong and the new brand didn’t pose any competition to Anchor. Eventually I was proved right and that little smudge in our relationship was obliterated.
My very able marketing team, headed by Shehara de Silva who created the brand name Ratthi, which in the Sinhala language means calf, was working overtime literally to make sure we continued our winning streak. We went into the market with a real clarion call and Ratthi didn’t disappoint. The calf was on a winning streak.
But our victories were not without some pain. It goes without saying that the world of business is one of ups and downs, but the challenge we faced in 1986 felt like an abyss and I was falling right into it. It was alleged that I was responsible for a consignment of contaminated weevil-infested full cream milk powder, which had been shipped to a semi-government entity under the Ministry of Trade, from the New Zealand Dairy Board.
The story made headlines in major newspapers with my name splashed across the front pages, even though I was only an indenting agent. I was devastated as I had nothing to do with it. This entity then sent a Letter of Demand for USD 1 million to NZDB and blacklisted the world’s largest exporter of dairy products, from supplying to Sri Lanka. The entire episode was impacting my company’s business very badly.
With the situation in dire straits, NZDB sent a technical team to Sri Lanka for an investigation. It was finally confirmed that this consignment of milk powder had been unloaded into a go-down which previously held rice. The importer had not fumigated the go-down prior to the milk powder being unloaded into it. The technical team then spent months sorting out our bags of milk powder. Even with these findings, the ban remained and our business reputation was suffering badly.
Finally, I couldn’t take the stress anymore and decided to meet my friend Lalith Athulathmudali who was the Minister of Trade. The best time to meet Lalith was when he was at breakfast because we could sit and chat undisturbed. I dealt a lot with him as Minister of Trade, due to the nature of my business. I told him what had happened, the findings of the technical team, and asked him to intervene in lifting the blacklist as the fault was not ours. It had already been proven that we had nothing to do with the unclean go-down.
“I can’t deal with this man,” I told Lalith exasperated, referring to the head of the semi-government entity, and not without a touch of anger. Lalith took one look at me, smiled and said, “Sumi, there’s no man you can’t deal with!” but assured me that he will sort things out, which he did. Looking back, this has been a pattern in my life. Just when I seem to be thrown into challenges that have taken me to the end of my tether sometimes, I seem to find the right person to pull me away from the edge of that precipice.
When it came to the intricacies of business, I was fundamentally self-taught. I had been thrown into the deep end and learned the ropes of commerce and industry on the run, but inherent wisdom told me that some professional value addition in business management would be helpful if I was to conquer the heights I had set for the company. In 1988, I had taken a short course in portfolio management and financial analysis in Geneva. This was a very exciting trip for me as Susil and I had travelled many times to Switzerland and revisiting some of the sites he and I went to, like Mont Blanc and the Matterhorn, gave me much joy. My fellow students and I would study during the week, and on weekends, put our studies aside and take a break doing these tourist runs.
In my quest for upskilling my business acumen, in 1992, I attended a course for chief executives at Wharton Business School at the University of Pennsylvania. This was a great opportunity for me to benchmark my knowledge and business skills with the other course attendees who turned out to be a Who’s Who of global business. I remember the CEOs of ASEA Brown Boveri (ABB) – a Swedish-Swiss MNC, Hewlett-Packard, Procter & Gamble, and ATT being among the participants. Besides learning from an honour roll of erudite economists and financial gurus from the USA, one of the biggest advantages I gained at Wharton was being taught speed reading.
With all the success our milk powder business was having, it was time for us to expand to a new office and factory complex. We obtained a loan of Rs. 600 million from BOC (for the construction of a state-of-the-art milk packing plant, liquid milk processing plant and an office complex. The entire complex was in Biyagama and was designed by Architect Navin Gooneratne. The complex was constructed by Mitsui and Sanken Lanka, which was headed by Ranjith Gunathilake. It housed some of the best dairy processing equipment imported from Holland, Denmark and Germany.
I was completely involved in the project from its very genesis. Both Navin and Ranjith were used to me poring over the designs and asking hundreds of questions, so I could visualise what the end-complex would be like. I knew the measurement of every wall, every angle and every area. I would make frequent visits to the site to keep tabs on progress except when I went on a six-week holiday to Europe with Susil, Anarkali and Aushi. When I returned, my first stop was in Biyagama.
As I drove in I was horrified. There were 16 giant concrete columns running the entire height of the facade of this five storey tall building. I knew this was not a design feature I had approved and immediately called Navin. “What are these monstrous columns doing in the front of my building?” I asked. “I want to make this a green building,” explained Navin patiently. “Those concrete columns are pergolas where plants can be grown. No one will see the concrete building as a result, only green, which will be very pleasing.”
However, I was not pleased. I turned to Ranjith who was privy to this conversation and asked him to remove the 16 columns immediately. “I don’t want to see even a trace of it. You’ll have to saw it off from ground level,” I told him. Ranjith was appalled and Navin was upset. Both tried to talk me out of it but to no avail. I had made up my mind.
The 16 columns disappeared, I was happy and Navin named himself the draftsman of the complex and me, the architect. The rest of the construction period was uneventful and went according to plan.
As Managing Director of Jones Overseas, I had the task of making a speech at the inauguration of the complex. In my address, I said, “I am 51 years old and have worked in this company now for over two decades. The time has come for me to hand over the reins of Managing Director to a younger person.”
No one expected this announcement but in my heart, I knew it was time. We were doing exceptionally well and judging by Sri Lanka’s corporate results, we were only second to Ceylon Tobacco Company in turnover. It’s always good to quit, while at the top!
After the ceremony, while we were returning from Biyagama, the Managing Director of NZDB Warren Larsen who listened to my speech at the inauguration asked me, “Sumi, are you willing to sell the business?” I didn’t think twice and quipped, “If the price is right, we will, but the final decision lies with Killi.”
Warren was determined to pursue the conversation. I had apprised Killi of the inquiry and when Killi hosted the NZDB team to lunch at his home, the subject of the sale of the company came up for discussion. Killi, who was always astute when it came to business deals, gave Warren the sale price based on future earnings. Then began a spate of lengthy negotiations with the finance director of the Maharaja Group entrusted with the task of number crunching. An agreement was reached.
The sale was completed in September 1996 and the same year in December, I resigned as Managing Director. And that was how we sold Jones Overseas to the New Zealand Dairy Board. With the sale of the company, I was considerably ‘well off’ as they say in Sri Lanka, having made sufficient money to enjoy life without running the rat race I had been used to for so long. I looked inwards and said to myself, “It is time to retire, spend time with our girls and travel the world.” And that is exactly what I did.
But I did keep abreast of news of my milk powder baby and was very happy when I learned eventually that Ratthi had got into the No. 1 position in the milk powder market, beating even Anchor, although a little part of me was sad that Anchor had lost that premier spot which we had built quite painstakingly.
However, while everything was looking good at this moment, during the time of the construction of new factory and office complex, I suffered a setback in my health.
I had become very stressed at work with this construction, travelling to Biyagama and back nearly every day, while ensuring our daily operations were on track, and helping Susil with his political affairs as he was now Chief Minister of the Western Province. The pressure was taking its toll on me.
I had a nagging pain in my spine which became quite debilitating. I consulted Prof. Henry Nanayakkara who referred me to Dr. Wijenaike. I was immediately hospitalised at Nawaloka Hospital and an ECG plus a plethora of other tests done.
Every test result came back negative but the debilitating pain persisted. I then flew to London and got myself admitted to Cromwell Hospital. A battery of tests later, every result was negative once again. There was nothing physically wrong with me. However, the doctor at Cromwell Hospital went a step further and referred me to a psychiatrist. A few sessions later, I was told that the pain was induced by stress. I was on the verge of a breakdown.
Killi was continually in touch with me and when I told him the diagnosis, he read the gravity of the situation and checked me into the Givenchy Spa at Trianon Palace Hotel in Versailles. I was placed on a special diet, received daily treatments with injections to my neck, had an exercise regime, revelled in massages and cycled in the evenings on the luscious 250-acre gardens. It was a total ten days of complete R&R and absolute bliss. One of the rules though was having no contact with the outside world, not even with family. The treatment, which I found out later that Killi had paid for in its entirety, worked.
Through these ten days, Susil was tasked with looking after Anarkali and Aushi. They went off on holiday to Yala with our lifelong friend Navin Gooneratne and his family. Ten days later, I returned to Sri Lanka – with no back pain – refreshed, rejuvenated and having regained my strength. I was ready to complete one of the biggest projects I had taken on – the construction of the new factory and office complex.
Just like everything in my life, I needed to be in control, even when it came to my illness. Through my bouts in hospitals, tests and spa treatment, I would absorb the details of the medical information by listening to doctors, scouring the reports and conducting my own extensive research. Susil himself had various medical issues – from cardiac, to cataract to kidney stones to septicaemia and everything else in-between, and I learned early on that I needed to be as well informed as the medical professionals, to be able to ask the relevant questions. Now I had added to my medical information arsenal and was becoming quite adept at dishing out medical advice, acquiring the title of having an honorary MBBS!
While this was generally a subject that prompted some mirth at dinner conversations, the arsenal I had collated did come in handy. When Anarkali developed a spine ache similar to mine while she was at Merrill Lynch, I knew exactly what to do. Her job was stressful, had long hours and gave her no free time. I organised a treatment regimen for her, similar to what I had at the Givenchy Spa, but at her apartment at Kensington Green, which was a gated community and close to Cromwell Hospital. Ten days later, Anarkali’s back pain disappeared and she was free from pain.
(Extracted from Sumi Moonesinghe’s Memoirs)
Features
Nourishing the roots: Tackling malnutrition in Sri Lanka’s tea country
By Prof. M.W. Amarasiri de Silva
Malnutrition in Sri Lanka’s tea-producing regions represents a significant public health challenge. Defined as a state where an individual’s dietary intake does not meet their nutritional needs, malnutrition can manifest in various forms, including undernutrition and micronutrient deficiencies. Addressing malnutrition is crucial, particularly in vulnerable communities like those within the tea plantations, where socioeconomic factors compound the problem. These areas are home to marginalised populations that have historically faced barriers to essential services, resulting in alarming rates of malnutrition, especially among children.
The tea plantations of Sri Lanka not only contribute to the country’s economy but also reflect deep-rooted social inequalities. Many families rely on these plantations for their livelihoods, yet they often struggle with inadequate access to nutritious foods, further exacerbating their health issues. With alarming statistics indicating a high prevalence of underweight, stunting, and wasting among children, immediate action is necessary to reverse these trends.
Understanding the current state of malnutrition, especially within these tea communities, is vital to developing effective interventions. As the dietary landscape changes, traditional practices clash with the rise of unhealthy processed foods, leading to a complex cycle of malnutrition. This interplay lays the groundwork for exploring the current state of malnutrition in Sri Lanka’s tea country, where the urgent need for comprehensive solutions is clearer than ever.
Current state of malnutrition
The current state of malnutrition in Sri Lanka’s tea plantation communities reveals concerning statistics that highlight the severity of the issue. Reports indicate that around 35.6% of children, between the ages of 01 and 15, are classified as underweight, while 26.9% experience stunting, and 32.9% face wasting. These figures starkly contrast with national averages, suggesting that children in these areas suffer more acutely from nutritional deficiencies compared to their counterparts in other regions of the country. The high rates of undernutrition not only reflect immediate health risks but also indicate long-term consequences for child health, including impaired cognitive development, reduced academic performance, and increased susceptibility to chronic diseases later in life.
The prevalence of stunting and wasting is particularly alarming, as these conditions can hinder children’s growth and development, affecting their physical and mental well-being. This situation is compounded by the rise of cheap, processed foods that are easily accessible but nutritionally inadequate. As the dietary patterns shift, families often struggle to maintain traditional dietary practices that could provide necessary nutrients.
Understanding these statistics and their implications leads naturally to a closer examination of the socioeconomic factors that contribute to malnutrition. These underlying influences, such as income levels, education, and access to healthcare, are key to addressing the challenges faced by these vulnerable communities and developing effective interventions.
Socioeconomic factors influencing malnutrition
The socioeconomic factors influencing malnutrition in Sri Lanka’s tea plantation communities are intertwined with various dimensions of daily life, including employment, income, and education. Maternal employment plays a critical role in shaping nutritional outcomes, as many mothers in these communities are engaged in labour-intensive jobs that demand long hours and provide little flexibility. This often limits their ability to prepare nutritious meals at home or attend to their children’s dietary needs, resulting in increased risks of malnutrition among their children.
Household income is another significant factor. Many families in the plantations depend on seasonal wages, which can lead to periods of financial instability. Low incomes constrain access to diverse and healthy food options, forcing families to rely on cheaper, unhealthy alternatives that can exacerbate nutritional deficiencies. Consequently, these economic pressures create a cycle of poor health and limited opportunities for better livelihoods.
Education levels within these communities also contribute to malnutrition. Limited educational attainment restricts awareness of nutrition and healthy dietary practices. Parents who lack knowledge about balanced diets may not prioritise essential nutrients for their children, further deepening the cycle of undernutrition and its long-term consequences.
Understanding these socioeconomic challenges requires a look back at the historical context of tea plantations in Sri Lanka. The legacy of colonialism and economic marginalisation continues to shape the lives of plantation workers today, affecting their access to resources, education, and opportunities for improving their health and nutrition.
Historical context of tea plantations
The historical context of tea plantations in Sri Lanka reveals a complex interplay of colonial legacy, social isolation, and economic disparity that continues to shape the lives of local communities. Initially established during British colonial rule, tea plantations relied on imported labour, primarily from South India, creating a workforce that was segregated from both the local populations and urban centres. This separation fostered social isolation, restricting access to essential services, such as healthcare and education, which are crucial for nutritional well-being.
Over generations, the descendants of these labourers have faced enduring economic disadvantages. The plantation system, designed to maximise profit for colonial interests, often left workers with meager wages and poor living conditions. This economic hardship is a significant factor contributing to malnutrition, as families struggle to afford nutritious food. The reliance on a narrow selection of low-cost, processed foods has intensified nutritional deficiencies, leaving many communities vulnerable to a range of health issues.
The transition from traditional diets to reliance on cheaper, unhealthy options illustrates how historical conditions have impacted dietary practices. Today, this has resulted in a triple burden of malnutrition, where undernutrition, micronutrient deficiencies, and diet-related diseases coexist. Understanding this historical backdrop is vital for addressing current malnutrition challenges, highlighting the need for interventions that consider both the past and present of these communities.
Triple burden of malnutrition
The triple burden of malnutrition in Sri Lanka’s tea country refers to the coexistence of undernutrition, micronutrient deficiencies, and diet-related noncommunicable diseases. This term encapsulates the various dietary challenges faced by communities where traditional food practices are increasingly overshadowed by modern, processed food options. As these communities have shifted from nutrient-rich diets to cheaper, less healthy alternatives, they encounter unique health implications.
Children, in particular, suffer from this transition. The alarming rates of undernutrition among young ones not only lead to immediate health risks but also hinder long-term development, impacting cognitive abilities and future productivity. Moreover, the intake of processed foods often lacks essential vitamins and minerals, contributing to deficiencies that can have lasting effects on growth and immunity. Concurrently, the rise of diet-related diseases, such as obesity and diabetes, presents a growing concern, often linked to a sedentary lifestyle and poor eating habits.
Understanding the triple burden is essential for crafting effective community-based interventions. By addressing dietary challenges through localised strategies, such as promoting nutritious food options and educational programmes, health practitioners can help shift behaviours and improve health outcomes. This focus on community engagement is vital for creating sustainable change and overcoming the barriers that have historically limited access to healthy foods in these marginalised areas.
The next step involves exploring specific community initiatives that can promote better nutritional practices and empower local families.
Community-based interventions and initiatives
Community-based interventions and initiatives are crucial in addressing malnutrition in Sri Lanka’s tea plantation communities. These programmes depend significantly on the involvement of Community Development Officers (CDOs) and Plantation Family Welfare Officers (PFWOs), who are essential in fostering local engagement. Through targeted training programmes, these community leaders acquire the knowledge and skills necessary to promote better nutritional practices.
The training emphasises hands-on cooking techniques and the importance of using locally available foods, enabling CDOs and PFWOs to act as educators within their communities. They organise workshops that create spaces for collective learning and sharing, which is essential in building trust and collaboration among families. This communal approach not only disseminates nutritional knowledge but also strengthens community ties, making it easier for families to adopt healthier eating habits.
Engagement strategies play a vital role in the success of these initiatives. By involving community members in the planning and execution of programmes, the initiatives become more relevant and culturally appropriate. This grassroots involvement fosters a sense of ownership and accountability, encouraging families to prioritise nutrition in their daily lives.
As these local leaders gain momentum in their efforts, it becomes evident that sustainable improvements in health and nutrition are possible through community-driven actions. Looking ahead, the emphasis must shift towards consolidating these grassroots efforts and exploring how to institutionalise support systems that enhance the impact of community interventions.
Conclusion and future directions
Addressing malnutrition in Sri Lanka’s tea plantation communities requires a comprehensive understanding of the unique challenges faced by these populations. Key findings highlight alarming rates of undernutrition, with many children suffering from conditions such as stunting and wasting. Socioeconomic factors, including low incomes and limited access to education, compound these issues, creating a cycle of poor health and wellbeing.
Sustainable approaches to improving nutrition are essential for long-term success. Empowering local leaders, such as Community Development Officers and Plantation Family Welfare Officers, has proven effective in promoting better dietary practices. Their grassroots initiatives foster trust and engagement within communities, making it easier to introduce healthier food options and nutritional education.
Future policy recommendations should focus on expanding these community efforts. This includes integrating nutritional education into health staff training, promoting organic farming, and regulating the availability of unhealthy processed foods. Additionally, enhancing access to nutrition information through digital platforms can help bridge knowledge gaps and support healthier choices.
Ultimately, the path forward lies in ensuring that local communities are equipped with the knowledge and resources needed to make sustainable changes. By prioritising these strategies, Sri Lanka can tackle malnutrition effectively, paving the way for healthier futures for its tea plantation residents.
Features
After the parade: What a traffic OIC’s walk-out tells us
by Mahil Dole
Senior Superintendent of Police (Retd.);
former Member, Sri Lanka Wakfs Board
On 03 September. 2026. the Sri Lanka Police marked 160 years with the full ceremonial apparatus of the State. At the Field Force Headquarters, in Thimbirigasyaya, President Anura Kumara Dissanayake received a guard of honour, a commemorative stamp was presented, long-service promotions were conferred, and a new mobile application and website were unveiled. He promised a new uniform by mid-2027, a risk allowance, a proper promotion scheme, official housing, vehicles, a modern headquarters, and approval to recruit 10,000 officers. He also warned that officers who can be purchased by the underworld should leave the uniform. It was a day of history, optics and declared intent.
Two days later, the Officer-in-Charge of the Traffic Division, at Dehiwala Police Station, made an entry in the routine information book, left his post and went home. He wrote that he could no longer cope with the workload and the pressure of the job. Mount Lavinia Division SSP Ashoka Gunasekara ordered the Crimes Investigation Bureau to inquire. Statements were recorded from the Inspector and the supervising ASP after advice from the Police Legal Division. The SSP’s reported worry was not only the officer’s welfare. It was precedent: that other traffic officers might follow.
That reflex is understandable. A disciplined force cannot treat walking off a post as ordinary industrial action. An OIC holds keys, files, exhibits, court dates and daily command of men and women on the road. Desertion of duty, even when dressed as despair, is a breach. But if the inquiry stops at the man and the entry in the book, the service will have treated a symptom as if it were the disease. The episode is not interesting because one Inspector lost his nerve. It is interesting because the nerve was lost in the same week the State spent public money and presidential time announcing that a new police service is being built.
The numbers behind the pageant
The Sri Lanka Police is not a decaying relic. It runs some 609 stations across 47 territorial and 78 functional divisions. In the past two years it has recorded the largest narcotics seizures in recent memory, more than five tonnes of heroin, nearly 10 tonnes of crystal methamphetamine, tens of tonnes of Kerala cannabis, and more than 16 million tablets, and has brought armed fugitives home from abroad. That record is real.
The same institution is running on a deficit no parade can conceal. Police Headquarters has acknowledged more than 30,000 vacancies, on some official reckonings closer to 32,000. Since 2020 more than 4,300 officers have left. Departures peaked in 2025 and remained high through the first half of 2026. Thousands more are due to retire in the next two years.
Applications have thinned as young people look overseas and serving officers leave early for work that pays better and humiliates less. Approval to take in 10,000 recruits is not trivial. It is also not a cure. A force that loses about two thousand people a year and starts 30 thousand short cannot be restored by a single intake, especially if training, housing and supervision cannot absorb newcomers without breaking them.
The President was right to say that officers work 12- to 18-hour stretches. Traffic OICs in the Colombo suburbs live inside a particular version of that grind. Dehiwala sits on one of the island’s most congested corridors. It absorbs school runs, funerals, political motorcades, night-time drunk driving and a motoring public that treats lane markings as optional. Accident files multiply. Court lists lengthen. Every fatal crash must be walked through the Magistrate’s Court, the JMO, insurers and grieving families. The same officer is then pulled into VIP movements, festivals, flood deployments, elections and the expanding list of “other duties” that have little to do with traffic law and everything to do with the State’s habit of using the police as a general-purpose labour pool. Firearm offences and narcotics have not stood still while traffic thickened. A single video of an officer losing his temper on Galle Road travels farther in an hour than a year’s worth of quiet competence. The public sees the outburst. It rarely sees the 16th hour.
The household the uniform does not protect
Work pressure is only the official half of the story. The unofficial half is the household. A constable’s or inspector’s pay still does not absorb the cost of living without anxiety. Quarters are scarce, often poor, and frequently far from the station. A sudden transfer turns schooling into a private crisis. Medical bills, tuition and the small humiliations of falling behind civilian neighbours accumulate. Job security, once the great consolation of the service, feels thinner when overseas markets offer an exit and a disciplinary file, sometimes necessary, sometimes political, can end a career in a week.
Teachers, nurses and soldiers carry their own weights; the police have never had a monopoly on hardship. What is distinctive is the bargain the State still recites and no longer quite honours. In harder years the compact was simple and was taught as S.S.S.: loyalty to the State, the Service and the Superior. That instruction was never a one-way street. It assumed a Superior who would not spend subordinates as disposable hours; a Service that would shield its own from avoidable misery; and a State that would not treat the policeman as both first responder and last resort for every failure of other institutions. When the roster is left to rot, when quarters and schooling are treated as private inconveniences, and when an officer’s first public mention after distress is “precedent,” the compact is already broken. Pageantry cannot put it back together.
Trust from top to bottom is what is fraying. Juniors already hear the message when welfare is announced at an anniversary and felt only as a circular months later, and when promotions stall for years before arriving in a ceremonial bundle. Loyalty cannot be drilled into people who no longer believe the institution will stand behind them when the file, the politician, the video or the debt collector arrives.
Discipline is not denial
An inquiry into the Dehiwala OIC is in order. The information book is an official record; walking off a post has consequences; other officers will watch what happens next. If the Inspector was in genuine distress, the professional response is medical and administrative support, not a theatrical charge designed to frighten the traffic branch. If misconduct is mixed with the distress, deal with the misconduct without using it to bury the distress. The worst outcome would be a finding that treats the episode as a one-man failure of character. Character is not irrelevant. It is not a staffing plan.
Sri Lankan policing already knows what happens when exhaustion is ignored: suicides after double shifts, public confrontations that began as fatigue, quiet desertions that never made the papers. Burnout studies here are not new. They describe too much demand, too little recovery and too little support from above. Research and Development does not need a five-year consultancy to discover this. It needs permission to say it in language headquarters cannot file away.
Immediate, short and long
Immediate measures are unglamorous. Audit actual hours at traffic divisions in the Western Province and cap them. Stop treating leave as a favour. Put a working counselling line in every division that an Inspector can use without becoming a case for the Legal Division. Temporary reinforcement of Dehiwala and similar corridors would cost less than another viral incident. Publish, internally, a simple rule: an officer who records distress in the information book is first a welfare case, then, if needed, a disciplinary one.
Short-term measures are already half-promised and must be made real on a calendar, not a podium. Stagger the 10,000 recruits so trainers and barracks are not overwhelmed. Let the risk allowance reach the constable on the road. Weigh schooling years in transfers. Treat quarters as operational infrastructure.
Reorganise court duty so the same handful of officers are not living in Magistrate’s Courts while the road goes unsupervised. Use the new app and cameras to cut paperwork, not to add another layer on top of the old books.
Long-term measures are political, which is why they are postponed. The police cannot remain the residual employer of every State anxiety — drugs, school gates, temple crowds, politician security, disaster relief and traffic. Some of those tasks belong to other agencies, or to a properly staffed traffic police with its own career path and rest rules. The President’s warning about purchasable uniforms was necessary, but integrity campaigns fail when the honest officer is the poorest man in the room.
None of this requires sentimentality. The public has reasons for anger: corruption cases, rough handling, political servility, the officer mysteriously unavailable until a call from above. Those failures are part of the same story. An understaffed, poorly housed force is easier to buy, easier to bully and quicker to snap. Reform that only lectures the ranks on ethics while leaving the roster untouched is not reform. It is a speech.
What the week actually said
The 160th anniversary was entitled to its dignity. A service that has buried officers in war, tsunami, pandemic and ordinary crime has a right to stand in formation and be thanked. Promises of uniforms, allowances and buildings are not empty if they arrive. But a uniform does not shorten a shift, an app does not find a school for a transferred child, and a commemorative stamp does not sit with an OIC at midnight while the next accident file is opened.
The Dehiwala Inspector may be right or wrong in the particular. That is what the inquiry is for. The conditions he pointed to are not in dispute: cadre shortfall, thinning applications, thin welfare, long hours, growing crime, traffic and court work, and daily media humiliation. Trust between the top and the bottom is weaker than the anniversary photographs suggest.
If Research and Development is good for anything this month, it should take the entry in that information book as a research question, not a disciplinary exhibit: actual weekly hours of traffic OICs in the Western Province, vacancy rates on those rosters, applications for early release or overseas no-pay, and access to counselling that is not a rumour. The answers will be uncomfortable. They will be more useful than another circular on loyalty.
S.S.S
. still has a meaning. Loyalty to the State requires a State that does not consume its own guardians. Loyalty to the Service requires a Service that tells itself the truth between parades. Loyalty to the Superior requires superiors who are alarmed by exhaustion, not only by precedent. The Inspector who went home from Dehiwala did not invent the pressure. He only wrote it down. The test of the next year is whether the men who stood on the saluting dais on 03 September are prepared to read that sentence as an order of the day.
Mahil Dole, SSP (Retired), is the former Head of the Counter-Terrorism Division of the State Intelligence Service and a former Director of the Police Special Branch.
Features
The art of the empty plate: Some medical aspects of periodic fasting
by Dr B. J. C. Perera
MBBS(Cey), DCH(Cey), DCH(Eng),
MD(Paediatrics), MRCP(UK), FRCP(Edin),
FRCP(Lond), FRCPCH(UK), FSLCPaed, FCCP,
Hony. FRCPCH(UK), Hony. FCGP(SL)
Specialist Consultant Paediatrician and Honorary Senior Fellow,
Postgraduate Institute of Medicine,
University of Colombo, Sri Lanka.
An independent freelance medical correspondent.
Could the spectacle of taking timed breaks from eating be the missing link to human health, or is it another fad or just a fleeting modern craze? Let us see the scientific picture and arrive at an evidence-based guide to how planned fasting works, its distinct styles, the proven benefits, and the essential safety guidelines.
In a culture accustomed to round-the-clock snacking, late-night refrigerator and kitchen raids, and endless food delivery apps, the concept of voluntarily abstaining from food can sound rather counterintuitive and radical. Yet, periodic fasting has evolved from an ancient spiritual ritual into one of the most rigorously researched health interventions of modern medicine. Over the past two decades, the medical fraternity of cardiologists, endocrinologists, and neuroscientists has shifted their gaze from what we eat to when we eat. Medical research has demonstrated that giving the digestive system structured pauses can trigger a cascade of cellular repair mechanisms, refine metabolic efficiency, and support long-term vital health.
However, voluntary fasting is not a single, one-size-fits-all prescription. From daily eating windows to multi-day fasts, the approaches vary widely in intensity, suitability, and clinical impact. Presented here is a comprehensive look at what happens inside the body when you fast, the primary methods available, the science-backed benefits, the potential drawbacks, and who should or should not give it a try.
The Biology Behind the Break: What Happens When You Fast?
To understand why fasting works, it helps to view the human body as a hybrid vehicle capable of running on two distinct energy sources: glucose (sugar derived from carbohydrates) and ketones (fatty acids broken down from stored body fat).
When you eat regularly throughout the day, your body constantly secretes the hormone insulin from the organ pancreas to transport glucose into your cells for immediate energy or store it in the liver and muscles as glycogen. As long as insulin levels remain elevated, your body stays in “storage mode,” rarely needing to tap into its long-term fat reserves. When you refrain from food for several consecutive hours, insulin levels drop significantly. Once the body exhausts its readily available liver glycogen reserves, typically after 12 to 16 hours of fasting, it reaches a metabolic turning point known as the metabolic switch. The liver begins converting stored body fat into ketones, shifting the body into a “burning mode.”
Beyond burning fat, extended periods without food trigger a fundamental cellular maintenance process called autophagy, derived from the Greek words for “self-eating“. During autophagy, cells clean the house, recycling damaged proteins, clearing out useless cellular debris, and stimulating mitochondrial regeneration; mitochondria being the multi-functional powerhouses of cells. Think of it as your body’s internal spring-cleaning service, which remains largely dormant when energy is constantly coming in.
The Main Types of Fasting: Methods and Their Pros and Cons
Periodic and intermittent fasting encompass several distinct protocols. Choosing the right pattern depends entirely on your lifestyle, health goals, and personal schedule.
1. Time-Restricted Eating (The 16:8 or 14:10 Method)
This is the most popular and accessible form of fasting. It involves limiting your daily food intake to a specific window of time each day and fasting for the remaining hours.
· How it works: In a typical 16:8 routine, you fast for 16 hours overnight and during the morning, restricting all meals to an 8-hour window (for instance, eating only between 11:00 AM and 7:00 PM).
· Pros:
Highly sustainable, easy to integrate into social schedules, does not require calorie counting or special meal plans.
· Cons:
Less dramatic autophagy response compared to longer fasts; easy to overeat or consume poor-quality foods during the feeding window if unmindful.
2. The 5:2 Protocol (The Weekly Fast)
Popularised by medical journalists and researchers, the 5:2 diet approaches fasting on a weekly rather than daily cycle.
· How it works: You eat normally for five days of the week. On the remaining two non-consecutive days (e.g., Tuesdays and Thursdays), you limit calorie intake to approximately 500 to 600 calories per day.
· Pros:
Offers flexibility since you only modify your habits two days a week; yields significant improvements in insulin sensitivity.
· Cons:
The two low-calorie days can cause persistent hunger, irritability, and low energy, especially during the first few weeks of adaptation.
3. Alternate-Day Fasting (ADF)
A more intensive protocol often studied in clinical trials for rapid metabolic improvement and weight loss.
· How it works: You alternate between days of unrestricted eating and days where you either consume zero calories or a single micro-meal of about 500 calories.
· Pros:
Highly effective for weight reduction and blood sugar regulation; triggers robust physiological adaptations.
· Cons:
Difficult to sustain long-term for most individuals; high risk of evening hunger pangs and social disruption on fasting days.
4. Prolonged Periodic Fasting (24 to 48 Hours)
This involves taking extended breaks from food once or twice a month, or once a season.
· How it works: Abstaining from all caloric intake (water, herbal teas, and black coffee are allowed) for a full 24 to 48 hours.
· Pros:
Maximises deep cellular repair (autophagy), immune system reset, and ketone production.
· Cons:
Requires strict medical awareness and psychological readiness; carries higher risks of light-headedness, electrolyte imbalances, and muscle loss if done too frequently or without adequate nutrition afterwards.
What Medical Research Shows: The Health Benefits
Clinical research published in many reputed medical journals highlights several major biological benefits associated with periodic fasting:
· Weight Loss and Visceral Fat Reduction: By narrowing the eating window, most people naturally consume fewer calories. Furthermore, lower insulin levels combined with elevated noradrenaline levels make it easier for the body to access stubborn visceral fat (E.g. the metabolic fat stored around abdominal organs).
· Improved Insulin Sensitivity and Type 2 Diabetes Management:
Fasting gives the pancreas a rest and reduces chronic insulin exposure. Studies show marked drops in fasting blood glucose and resting insulin levels, significantly reducing the risk of developing insulin resistance.
· Cardiovascular Support:
Regular fasting patterns have been associated with improvements in key heart health markers, including reduced systemic inflammation (reduced C-reactive protein), lower blood pressure, decreased resting heart rate, and improved blood triglyceride levels.
· Brain Health and Mental Clarity:
Fasting stimulates the production of a protein called Brain-Derived Neurotrophic Factor (BDNF). It promotes the growth of new neurons and protects against neurodegenerative decline. Many practitioners report heightened focus and mental sharpness once their body adapts to burning ketones.
· Cellular Renewal and Reduced Inflammation:
By clearing out damaged cellular components through autophagy, fasting helps suppress chronic low-grade inflammation; a fundamental driver of premature ageing, heart disease, and autoimmune conditions.
Undesirable Effects and Possible Pitfalls
While periodic fasting offers substantial benefits, it is not without potential downsides, particularly during the initial adaptation period or when practised incorrectly.
· The “Adaptation Phase” Symptoms: During the first 1 to 2 weeks, as the body transitions away from constant sugar reliance, individuals frequently experience headaches, fatigue, brain fog, irritability, and mild dizziness.
· Digestive Disturbances:
Changes in meal timing and volume can lead to constipation, heartburn, or loose stools as gut motility adapts.
· Nutritional Deficiencies and Muscle Loss:
If you do not eat nutrient-dense meals during your eating windows, fasting can lead to deficiencies in essential vitamins, minerals, and protein. Insufficient protein intake combined with fasting can cause the body to break down lean muscle mass alongside fat.
· Disrupted Relationship with Food:
For individuals prone to disordered eating, strict fasting windows can trigger unhealthy cycles of restriction followed by severe binge eating during open windows.
· Sleep Problems:
Fasting raises cortisol and adrenaline levels slightly to maintain blood glucose. For some, late-evening hunger or elevated alertness can interfere with sleep.
Age Groups: Who Should Fast, and Who Should Avoid It?
Fasting affects the human body differently depending on life stage, hormonal status, and metabolic demands.
Recommended Age Groups (Healthy Adults Ages 18 to 65)
· Young & Middle-Aged Adults (18–50):
They generally tolerate all forms of fasting exceptionally well. This age bracket stands to gain significant preventative metabolic benefits against lifestyle diseases.
· Older Adults (51–65): Benefit greatly from improved insulin sensitivity and cardiovascular support. However, they need to pay careful attention to maintaining adequate muscle mass by consuming sufficient protein and performing resistance exercises.
Groups Who Must Exercise Caution or Seek Supervision
· Seniors Over 65–70:
Older individuals face higher risks of unintended weight loss, sarcopenia (muscle wasting), and frailty. Any fasting regimen for seniors should be mild (e.g., 12 to 14 hours) and supervised by a physician.
· Individuals with Chronic Conditions: Anyone taking medications for high blood pressure, thyroid function, or diabetes (especially insulin or sulfonylureas) must consult their doctor before fasting, as dosage adjustments are often necessary to prevent severe low blood sugar (hypoglycaemia).
Groups Who Should Avoid Fasting Completely
· Children and Adolescents (Under 18):
Developing bodies require continuous, reliable nutrients and energy for growth, organ development, and hormonal balance.
· Pregnant or Breastfeeding Women: Nutrient and energy demands are significantly elevated to support foetal development and milk production. Restricting food can harm both mother and child.
· Individuals with a History of Eating Disorders:
Fasting rules can exacerbate behaviours related to anorexia, bulimia, or compulsive bingeing.
· Underweight Individuals:
Those with a Body Mass Index (BMI) below 18.5 should not fast, as fat stores are insufficient to support metabolic switching safely.
Practical Tips for Starting Safely
If you decide to incorporate periodic fasting into your life, keep these medical best practices in mind:
· Start Slowly: Don’t jump straight into a 24-hour fast. Begin with a simple 12-hour overnight fast (e.g., 7:00 PM to 7:00 AM) and gradually extend it to 14 or 16 hours over several weeks.
· Prioritise Hydration:
Fasting means abstaining from calories, not fluids. Drink plenty of water throughout the day. Black coffee, plain green or black tea, and herbal infusions without sugar or milk, do not break a fast and help suppress mild hunger.
· Electrolytes Matter:
As insulin drops, the kidneys excrete sodium and water more rapidly. If you experience headaches or light-headedness, adding a tiny pinch of salt to your water can help restore balance.
· Focus on Food Quality:
Fasting is not a free pass to eat junk food during your feeding window. Centre your meals around whole foods: lean proteins, healthy fats (olive oil, avocados, nuts), complex carbohydrates, and plenty of vegetables.
· Listen to Your Body:
Mild hunger pangs that come in waves are normal; severe weakness, persistent dizziness, nausea, or confusion are not. If you feel genuinely unwell, break your fast calmly with a light meal.
The Key Takeaway
(the witticism and pun is intended!)
Periodic fasting is not a quick-fix diet or a magical remedy. Rather, it is a flexible, cost-free tool that aligns our eating patterns with human evolutionary biology. By giving your body regular, structured breaks from digestion, you allow internal repair systems to kick in, sharpen metabolic efficiency, and support long-term vitality.
Whether you choose a gentle 14-hour daily rest or a structured 5:2 weekly routine, the key to success in periodic fasting lies in consistency, the provision of adequate nutrition despite fasting, good hydration and listening closely to your body’s signals. Fasting should be designed and undertaken to empower your life and health: not overtake it and take complete control of it. It is another voluntary mechanism that humans can undertake to stay healthy, but it definitely is NOT a panacea for all ills.
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