Features
BCC’s plan for the next hundred years
Breathing new life into domestic production:
By Vagisha Gunasekara
The need to turn the current economic crisis that was pushed off the edge by the COVID-19 pandemic into an opportunity to reconfigure national economies is the topic of many policy discussions, both in Sri Lanka and elsewhere. In June this year, addressing the 95th annual plenary session of the Indian Chamber of Commerce in Kolkata, Indian Prime Minister Narendra Modi said it is time to create an ‘Atmanirbhar Bharat’. Although ‘Atmanirbhar’ loosely translates into “self-sufficient”, the Indian PM was not at all channelling Import Substitution policies in the 1960s and 70s. He was not referring to throwing out foreign companies from operating in India or large-scale nationalisation of industries. While Atmanirbhar entails a strong push to become self-sufficient in food, water and defense needs, the concept underlies the realization that a country cannot survive or economically thrive in isolation. It does not mean closing doors and borders to the world. Rather, it is an open-door policy that encourages foreign investment and goods to be manufactured in India and exported to the rest of the world and for products made in India to be sold in the global market. In other words, the aim of atmanirbhar is for India to become the next manufacturing hub of Asia and the rest of the world. The Government of India is already exploring various modalities with domestic and foreign investors and governments on how to redesign their economy in line with the spirit of atmanirbhar, and opening their economy in a much bigger way to the rest of the world.
Here at home, there is still hesitation among some circles about whether a small developing island nation like Sri Lanka can compete in the global market without the “economies of scale” advantage that larger markets like India have. But there is optimism around producing specific items that Sri Lanka may have an advantage in the global market, solely based on the quality of the product. Coconut oil is a case in point. In the past 10 years, the global demand for skyrocketed by 500% as it was identified as a “superfood” in the West.
To be specific, this demand is primarily for two products – virgin coconut oil and coconut water. In the United States alone, coconut water is now an 800-million-dollar industry. Globally, the coconut water industry is estimated to be worth around 2.2 billion dollars. The demand for coconut water is expected to increase by 27% by 2020. Similarly, the global industry value of virgin coconut oil was 2.1 billion dollars in 2016, and it is expected to be 4.2-billion-dollar industry in 2024. In the past five-six years, there is a steadily expanding niche market for coconut-based products such as coconut flour, coconut sugar and desiccated coconut. Furthermore, as Goldstein Research finds, the global beauty care industry, which is currently worth more than 10.3 billion dollars is gradually shifting to organic ingredients and coconut oil extracts in particular. Among the top five coconut consuming countries is the Philippines, United States, India, Indonesia and Vietnam (Export Development Board 2017).
In Sri Lanka, export earnings from coconut-based products has been increasing in recent years and much of it is attributed to industries surrounding virgin coconut oil (VCO), fresh king coconut, coconut cream and coconut milk. In 2017, the total revenue generated by exporting coconut-based products was 598 million dollars, which was a 3% increase from 2016 (Coconut Research Institute 2018).
BCC Lanka Ltd is currently exploring an interesting modality to increase the production of coconut oil for cooking, wellness and other purposes both for domestic consumption and exportation. BCC is a household name in Sri Lanka. The company has a history that dates back to 1830s. According to the early records of the company, E. Price & Co. of the United Kingdom acquired patent rights for the technique of separating coconut oil into its solid and liquid parts. However, due to the irregular supply of raw material, the company set up crushing mills at Hultsdorf to separate oil directly from the kernels. The mills were set up in 1835 under a company set up in London called Hultsdorf Mills Co. (Ceylon) Ltd. The ownership of the mills changed hands between its inception and the World War I period and companies such as Wilson Richie & Co., G &W Leechman, and Freudenberg steering its operations.
In 1918, a powerful European syndicate operating in India tendered to purchase Hultsdorf Mills and it became British Ceylon Corporation (BCC). Since then, BCC operated in Sri Lanka, together with its fully owned subsidiaries such as British Ceylon Milling Company Ltd and Ceylon Extraction Company Ltd. Of the subsidiaries, in 1976 Ceylon Extraction Company Ltd ceased operations due to the lack of raw material that was required to sustain its minimum production capacity. In the period that followed, as a result of liberalisation reforms and changing political administrations, the company went through a period of decline, and this culminated in the sale of its most lucrative arm – Orient Co Lanka Ltd, which had the license for foreign liquor. In 1988, BCC Lanka was incorporated with the issue of 10,000,000 shares (held by the Treasury). Under the Conversion of Public Corporations and Government Owned Business Undertakings into Public Companies Act No. 23 of 1987. In order to trim the BCC workforce, a Voluntary Retirement Scheme was offered to its employees in 1991.
Following more privatisations in the 1990s and the lack of vision, leadership, government support and poor management resulted in further curtailment of the BCC operations and its workforce. However, when government policy shifted from a pro-privatisation position to one that was not in favour of selling off state enterprises, BCC Lanka commenced operations with minimum staff capacity in September 2006 and continues to produce and sell its number one product – refined coconut oil, both locally and internationally, along with a range of other products such as bath and laundry soap, washing powder, dish washing detergent and disinfectant.
The company appears to have received a new lease of life under the current policy trend of strengthening the viability of domestic industries. As the situation triggered by the COVID-19 pandemic has renewed interest in increasing the capacity of domestic production, BCC seems to be making plans to get back into business in a bigger and better way. During a recent visit to the BCC premises at Meeraniya Street, Colombo 12, the management revealed its plan to expand it operations and increase its competitiveness in the domestic and international market. Currently, BCC produces roughly 250 metric tonnes of refined coconut oil and 160 metric tonnes of soap and other items in a year. This, however, is well below the maximum production capacity of the company. The new strategy to increase coconut oil production is aimed at making productive use of BCC’s underutilised machinery and storage facilities, and also will carve out revenue prospects for the collaborating partner companies.
The most notable component of BCC Lanka’s new strategy is the consolidation of their supply chain for the production of coconut oil. The company is launching a partnership among BCC and three state-owned enterprises – National Livestock Development Board (NLDB), Kurunegala Plantation Ltd., and Chilaw Plantation Ltd., – and the Mahaweli B zone in order to ensure an uninterrupted supply of green coconuts in order to produce refined coconut oil. NLDB is one of the largest semi-government organisations whose core business is dairy farming. In addition to dairy and other poultry-related ventures, NLDB owns and maintains 4,545 hectares of coconut estates in the island’s “coconut-triangle”. Chilaw Plantations Ltd is a government-owned company managed by the Public Enterprise Development Ministry. Currently, they own 3,825 hectares of coconut plantations. Kurunegala Plantations Ltd is also a government-owned company with 5,244 hectares of coconut plantations. Its core business activities include cultivation, production, processing, and sale of coconuts. BCC Lanka will serve as the Original Equipment Manufacturer (OEM) and undertake downstream activities in producing edible oil. The strategic alliance among the four companies and the Mahaweli B zone is expected to ensure an uninterrupted supply of coconuts. Green coconuts collected from all four supply hubs will be transported to a central oil mill, where the initial production will take place. The central oil milling facility is a new investment proposed under the current strategic plan. Thereafter, the base coconut oil will be delivered to BCC’s refinery unit, where the value-addition process will take place. From that point onwards, BCC will take over downstream operations such as labelling, packaging, marketing, and sales. The intention is for these products to enter domestic retail markets, online shopping platforms and the export market through direct dealers, distributing agents and strategic sales partners. Given the expanding trend of the global market for coconut oil and other coconut-based products, increasing the production, marketing and sales of coconut oil and reviving state-owned companies like the BCC and its partners is a welcome move by the Ministry of Small & Medium Business and Enterprise Development, Industries and Supply Chain Management.
The second component of BCC’s strategic plan is to develop a modern, 7-storey multi-purpose commercial centre using a 6-acre portion of BCC’s current premises in Meeraniya Street. The compensation funds that BCC will obtain from giving up a parcel of their current premises to construct a court complex will be directed to the construction of the new commercial centre. Furthermore, the current management of BCC has plans to restore the original Chairman’s bungalow (located in Colombo 12) which is currently in a dilapidated state into a commercialised heritage establishment. The colonial charm of the bungalow and BCC’s collection of old machinery that were used during the colonial period is sufficient basis for this venture and a tasteful transformation of this site into a tourist attraction will undoubtedly add aesthetic and commercial value to what the currently has to offer.
BCC’s new strategic plan and its renewed motivation to strengthen its capacity, operations and relevance both nationally and internationally is a refreshing step, particularly given the sad situation of Sri Lanka’s state-owned enterprises. Currently, Sri Lanka has over 400 SOEs, employing over a million employees, however, running on an aggregate annual loss of USD 27 billion. SOEs are seen by ordinary citizens as employment- not service providers that consume an extraordinary amount of public resources and assets. Political interference, corruption, inefficient recruitment and management practices, low productivity and the lack of autonomy in decision-making have long been identified as constraints to developing SOEs. Like BCC, the Valachchenai paper mill and the Paranthan chemical factory also seem to have risen from the ashes given the renewed interest in strengthening domestic industrial production. Acknowledging BCC’s strategic plan which carries the objective of securing its presence and relevance for the next 100 years, and the resumption of activities in Valachchenai and Paranthan factories, it would be timely for BCC and for other SOEs to set up sound governance practices, accountability mechanisms, and performance-based incentive structures and focus on improving productivity and efficiency, financial discipline, transparent and effective treasury management and credit control and technological advancement. Lastly, the management and the overall leadership must keep in mind that politicisation of SOEs has long been identified as a curse that has eventually run these enterprises to the ground. As this is ingrained in Sri Lanka’s political culture, it might be challenging to change the status quo. However, if the leadership is keen that local industries remain active and relevant for another 100 years, such structural issues must not go unaddressed.
Features
Urgent need for job creation to retain Lankan youth
by Dammike Kobbekaduwe
FIPM(SL),
Member-CIPM-SL-MBA(HRM)
Sri Lanka faces a critical challenge: retaining its young talent in the face of enticing opportunities abroad. To reverse this trend, we must prioritize job creation across all 25 districts, tapping into the potential of online work as a rapid and accessible solution. This article delves into the importance of job data monitoring, similar to the approach taken by the United States, to guide economic stability, control inflation, and fuel sector-specific growth. By tracking monthly employment data and leveraging digital job platforms, Sri Lanka can support its young workforce, stimulate GDP growth, and create a sustainable economy for future generations.
Objectives:
Emphasize the importance of job creation for youth retention.
Advocate for monthly job data tracking to inform economic policies.
Propose practical steps for promoting digital and remote jobs in this GIG economy nationwide.
Highlight the broader economic benefits of these initiatives, including GDP growth and poverty reduction.
Argument for monthly job data monitoring and digital job expansion
In today’s interconnected world, countries like the United States closely monitor monthly job data to guide policy decisions, from inflation control to targeted economic growth strategies. Sri Lanka can greatly benefit from this model, implementing monthly job data tracking to address labour market fluctuations and steer policies effectively. More immediately, the digital job sector presents a vast, untapped opportunity to provide quick employment solutions for Sri Lankan youth, who are increasingly drawn to international opportunities for better wages and stability.
Becoming an online employee is a stepwise process that allows individuals to thrive in remote or freelance roles. First, it is essential to assess personal skills and interests, identifying fields like writing, coding, or customer support that match one’s strengths. Taking online courses or certifications, especially in areas such as digital marketing or project management, can enhance qualifications. Next, building a professional online presence is crucial; this includes updating a LinkedIn profile, creating a digital portfolio, or even launching a personal website.
Once prepared, online job opportunities can be explored on platforms like Upwork, Remote.co, or even company career pages. Crafting tailored application materials, highlighting remote work skills like self-discipline and familiarity with collaboration tools, is essential. Setting up a productive workspace and cultivating time management skills further ensures success in remote roles.
In Sri Lanka, the DP Education system presents an accessible pathway to online employment, offering free and affordable courses in various digital skills. This enables Sri Lankans, regardless of background, to upskill and transition into the online job market more seamlessly. Finally, continuous learning and networking, alongside understanding payment and tax protocols, rounds out a holistic approach to online employment. Following these steps can empower individuals to secure and excel in online jobs, whether freelance or full-time.
Sri Lanka’s economic growth and youth retention
1. Economic Health Assessment
Establish a real-time job data portal, powered by the Department of Census and Statistics. Monthly updates on employment trends will provide actionable insights, allowing Sri Lanka to make timely policy changes and respond proactively to economic shifts.
2. Inflation Control and Interest Rate Decisions
Employment trends can guide the Central Bank in managing inflation and interest rates, supporting a balanced economy that fosters job growth without accelerating inflation.
3. Consumer Confidence and Spending Behaviour
Tracking job stability allows the government to gauge consumer confidence, influencing fiscal policy adjustments that encourage spending—especially crucial for local businesses.
4. Labour Market Trends and Unemployment Rate Monitoring
A monthly check on sector-specific growth and unemployment rates ensures timely interventions in high-need regions, with focused job creation programs for vulnerable groups.
5. Digital Job Expansion and Skill Development
Partnering with DP Education, digital job initiatives can be introduced across the island, allowing youth in all 25 districts to gain remote job skills that align with global demand. This approach also aids in addressing skill mismatches in Sri Lanka’s current workforce.
6. Wage Growth and Income Distribution
Monthly wage tracking provides a basis for fair minimum wage adjustments and social welfare policies, ultimately helping to alleviate income inequality.
7. Targeted Job Programmes and Regional Economic Insights
Leveraging regional job data enables the government to direct resources to areas most in need, promoting balanced development and reducing rural-urban migration pressures.
8. Youth Employment Strategies and Training Programmes
Digital job skills, especially in high-demand sectors, such as IT and customer service, should be integrated into youth employment strategies. Monthly data on youth employment can guide training programmes and improve their alignment with market demands.
9. Budgeting for Social Services and Poverty Reduction
Employment data allows for precise allocation of budgets towards social programmes, poverty alleviation, and welfare services, addressing the most affected demographics effectively.
10. Encouraging Entrepreneurship and Supporting Small Businesses
Identifying employment gaps can highlight opportunities for new business ventures, especially in underserved regions. Incentivizing entrepreneurship contributes to job creation and economic diversification.
11. Tracking Informal Economy Trends
By monitoring employment in the informal sector, Sri Lanka can identify trends and initiate programmes to transition workers into formal, secure jobs, promoting fair labour practices and economic resilience.
12. Public Confidence, Policy Transparency, and Economic Stability
Monthly job data reports foster transparency, strengthening public confidence in economic policies and stabilizing Sri Lanka’s economic landscape.
Path to doubling GDP
The expansion of online jobs can be a catalyst for achieving an ambitious goal: doubling Sri Lanka’s GDP from $80 billion. The U.S. model of job data monitoring has shown that consistent tracking enables governments to quickly adapt to economic changes. By coupling this with nationwide remote job opportunities, Sri Lanka can achieve:
Enhanced Workforce Participation:
Digital jobs allow wider participation, including women and youth, who may be unable to commute to traditional job hubs.
Sector-Specific Growth:
Tracking which sectors are expanding can help Sri Lanka allocate resources and training where they’re most needed.
Regional Economic Empowerment:
Digital jobs can reduce the disparity between rural and urban areas, making employment accessible across all regions.
Sustainable Economic Growth:
Monthly job data tracking will allow Sri Lanka to identify and respond to potential economic downturns swiftly, maintaining a stable growth trajectory.
Conclusion
For Sri Lanka to retain its youth, stabilise its economy, and foster sustainable growth, job creation and data-driven policy adjustments are essential. Emulating global best practices, such as monthly job data monitoring and a focused push on digital employment, can position Sri Lanka as a resilient, future-ready economy. Integrating these strategies offers a pathway to increased GDP, reduced poverty, and greater national prosperity.
References
Department of Census and Statistics, Sri Lanka. (2024). Labour Market Indicators. Retrieved from [link]
Central Bank of Sri Lanka. (2024). Annual Economic Report. Retrieved from [link]
Bureau of Labour Statistics. (2024). Employment Situation Summary. U.S. Department of Labour. Retrieved from [link]
DP Education. (2024). Digital Skills and Employment Programmes. Retrieved from [link]
Features
Provincial Councils today: A relic or necessity?
by Gamini Jayaweera
Congratulations to the National People’s Power (NPP)
Heartfelt congratulations and best wishes to the NPP on their resounding victory in Sri Lanka’s recently concluded Presidential and General Elections. This landslide triumph signifies a remarkable transformation in the nation’s political landscape, showcasing the NPP’s ability to connect with and inspire diverse communities across the country. Overcoming their earlier pro-Marxist political roots, the NPP’s success reflects a historic shift, underscoring their evolution into a unifying force capable of addressing the aspirations of the Sri Lankan people.
The NPP has demonstrated unparalleled success by garnering support across diverse regions, from the Sinhala-dominated South to the Tamil-majority North, the multicultural and multi-religious West, the Central region including plantation Tamils, and even achieving significant gains in the Muslim-majority East. This unprecedented victory symbolises a unifying moment for the country, transcending traditional divides and fostering a sense of shared identity among Sri Lankans.
Defeating the Old Order
For decades, the political landscape in Sri Lanka was dominated by entrenched elite forces rooted in Sinhala and Tamil nationalism, which deepened divisions and fostered mistrust among communities. However, this election has marked a decisive shift, relegating these forces to political irrelevance. A new generation of progressive young leaders representing Sinhalese, Tamil, and Muslim communities has risen, joined by a disillusioned adult populace, to champion a vision of a united Sri Lanka. Together, they have rejected divisive politics, embracing an inclusive national identity that celebrates the nation’s rich diversity.
A Turning Point in Sri Lankan Politics
This remarkable victory, driven by progressive movements particularly in the North and East, invites reflection on the structural and constitutional frameworks that govern the nation. Among these, the role and relevance of Provincial Councils (PCs) merit careful reconsideration.
As the newly elected government has pledged to introduce a new Constitution, one that abolishes the Executive Presidency and reforms the electoral system, it is crucial to engage in thoughtful dialogue about the future of Sri Lanka’s governance. These ideas, while personal, are shared here as food for thought for the NPP leadership as they embark on this transformative journey.
Provincial Councils
The Provincial Council (PC) system in Sri Lanka, introduced in 1987, arose under significant pressure from the Indian government. Its aim was to establish lasting peace, particularly in the Tamil-majority regions of Jaffna, where the Tamil Tiger terrorist organisation was waging a violent campaign to create a separate state in the Northern and Eastern provinces.
These changes to Sri Lanka’s governance were formalised through the 13th Amendment to the Constitution. This amendment also declared Sinhala and Tamil as the country’s official languages while introducing English as the “link” language to promote national cohesion. Despite these constitutional reforms, the civil war persisted until the eventual defeat of the Tamil Tigers in 2009. Notably, even after the war ended, the government retained the PC system but did not devolve crucial powers such as Police and Land, thereby failing to fully implement the original agreement.
The justification for Provincial Councils lies in the need to decentralise power. This allows ethnic communities, such as Tamils and Muslims, to manage their regional affairs, addressing concerns of underrepresentation in Parliament. However, this system’s relevance and efficiency have been subjects of debate.
In countries like India, where provinces have massive populations, the PC system proves more practical and necessary. For instance, in 2024, Tamil Nadu, Uttar Pradesh, and Rajasthan are projected to have populations of 77.2 million, 238.9 million, and 82.2 million, respectively. With such vast numbers and diverse linguistic and cultural groups, decentralising governance ensures better administration and closer engagement with the populace.
In contrast, Sri Lanka’s 2021 census paints a starkly different picture. For example, the Western Province, Northern Province, and Southern Province have populations of 6.2 million, 1.2 million, and 2.7 million, respectively. This significant disparity in provincial population sizes between India and Sri Lanka underscores a critical issue. The PC system in Sri Lanka does not deliver the same financial and administrative advantages. Instead, it often imposes additional costs without yielding proportional benefits.
Given these realities, it is clear that the PC system, designed for a much larger and more diverse country like India, may not be as effective or necessary for Sri Lanka. Rationalising governance structures and redirecting resources toward unifying efforts could better serve the country’s pressing needs for economic growth and national cohesion.
A Burden Sri Lanka Cannot Afford
It is no secret that the Sri Lankan government spends exorbitantly to sustain Provincial Councils (PCs). Consider the costs: conducting elections across nine provinces, paying allowances for attending PC meetings and other engagements, providing official vehicles and drivers, subsidising telephone and electricity bills, administrative overheads, and more. Furthermore, members frequently enjoy overseas trips, to study similar systems abroad, all at the taxpayers’ expense.
In a nation grappling with economic bankruptcy, can we afford to sustain such an expensive layer of governance?
Reassessing Provincial Councils
In my view, this additional tier of political administration is unnecessary. In Sri Lanka, PCs often serve as a mechanism to accommodate party loyalists who fail to secure parliamentary seats. While the initial justification for PCs was to decentralise power, particularly to enable ethnic groups like Tamils and Muslims to manage their local affairs in regions where they form the majority, I believe that this purpose can be served just as effectively by Municipal Councils, Urban Councils, and similar local governing bodies at a fraction of the cost.
Current Context
The political landscape in Sri Lanka has undergone a significant transformation. Today’s younger generation of Tamils share much in common with their Sinhalese and Muslim peers, prioritising unity and progress over divisions based on race or religion. They aspire to participate actively in mainstream politics, seeking inclusion rather than separation.
This shift in mindset is a key factor behind the governing NPP party’s success in securing a majority in the North and gaining a notable foothold in the East. Tamil and Muslim representatives now form a larger and more influential segment of the government than in previous administrations. This increased minority representation at the national level prompts a pivotal question: Does the Provincial Council (PC) system remain relevant in this new era of inclusive politics?
In my opinion, the real challenge lies elsewhere. Major political parties, including the NPP, have not done enough to encourage or support Tamil and Muslim members in rising to prominent positions within their ranks, such as seats on the central committee or deputy leadership roles.
A Path Forward
The solution, therefore, does not rest in retaining PCs but in fostering greater inclusivity within major political parties. Positive discrimination policies, modelled after successful initiatives in countries like the UK and the USA, could promote ethnic minorities to leadership positions. These reforms would ensure that minority voices are not only heard but also influential at the highest levels of governance.
Moreover, a long-term strategy to unite Sri Lanka’s diverse communities lies in enhancing cultural and linguistic understanding. A practical step would be for the government to mandate the teaching of both Sinhala and Tamil languages in all schools from Grade 1. Early exposure to these languages would bridge cultural divides, improve communication, and strengthen national cohesion. By embedding multilingual education into the curriculum, we can build a society rooted in mutual respect and understanding.
Building a Shared Identity
This vision of unity recalls former cricketer Kumar Sangakkara’s iconic MCC Spirit of Cricket Lecture in July 2011, where he declared:
“I am Tamil, Sinhalese, Muslim, and Burgher. I am a Buddhist, a Hindu, a follower of Islam, and Christianity. I am today, and always, proudly Sri Lankan.”
Thirteen years later, these profound words resonate more than ever. Today, as a nation, we must echo his sentiment:
“We are Tamils, Sinhalese, Muslims, and Burghers. We are Buddhists, Hindus, followers of Islam, and Christianity. We are today, and always, proudly Sri Lankans.”
By fostering inclusivity, streamlining governance, and promoting linguistic harmony, Sri Lanka can chart a path toward a united, prosperous future where all citizens feel valued and represented. In this journey, Provincial Councils in their current form might best serve as a relic of the past, making way for more cohesive and efficient systems of governance.
(The writer is a Fellow of the Royal Institution of the Chartered Surveyors and holder of Master’s degree in Business Administration from Henley Management College, Oxford.)
Features
Rare observations of intrageneric predation and cannibalism in monitor lizards
New insights from Sri Lanka, Singapore, and Indonesia
By Ifham Nizam
In an exciting new study, researchers have unveiled rare and fascinating instances of intrageneric predation and cannibalism in monitor lizards (Varanus), behaviours that are seldom documented in the wild. The study, led by Przemyslaw Zdunek, Geemal Harold, and Suranjan Karunarathna, highlights several significant observations from across the globe, shedding light on how these large, carnivorous reptiles interact with each other and how predatory behaviour plays a role in their survival strategies.
Suranjan Karunarathna, one of the lead researchers, speaking to The Island explained that monitor lizards have long been recognised as opportunistic predators, consuming a wide range of food sources, from small mammals and reptiles to birds and fish.
However, he said that their new research introduces an intriguing layer to their ecological profile: Varanus species, especially larger ones, not only hunt a variety of prey but also engage in cannibalism and predation within their own genus.
“The idea that monitor lizards might prey on one another is not new,” Karunarathna stressed. “But our study provides the first direct observations of adult Varanus salvator salvator—the Sri Lankan Water Monitor Kabara goya—preying on an adult Varanus bengalensis, the Bengal Monitor, in the wild.” This observation, which took place in Weerawila, Sri Lanka, provides crucial insight into the aggressive and predatory behaviours of monitor lizards that have typically been overlooked.
The documented interaction was striking. The larger Varanus salvator—estimated at 200 cm in length—initiated an aggressive wrestling match with a smaller Varanus bengalensis Tala goya (about 120 cm in length). After an intense struggle that lasted nearly 40 minutes, the Varanus salvator succeeded in overpowering its opponent, biting and eventually swallowing it whole. “What was particularly striking in this case was how the larger monitor lizard held the smaller one by the neck for several minutes, ensuring it was immobilised before swallowing it headfirst,” Karunarathna explained.
This type of predation is highly energy-intensive and, as the researchers noted, involves a calculated risk. “Swallowing large prey whole requires the predator to carefully overpower its victim and ensure it’s fully subdued before consumption,” Karunarathna pointed out. Such predation offers substantial nutritional benefits, but also comes with the potential for failure, which can drain valuable energy reserves. Despite these risks, the nutritional payoff from such large prey may explain why monitor lizards engage in such behaviours when possible.
Beyond Sri Lanka, other noteworthy instances of cannibalism were observed in Singapore and Bali. In the Kranji Coastal Nature Park in Singapore, an adult Varanus salvator macromaculatus was seen holding a smaller Varanus nebulosus, a Clouded Monitor, in its mouth, shaking its prey before disappearing into the forest. Karunarathna also recalled an alarming observation in Bali where a sub adult Varanus salvator bivittatus was seen with a juvenile of the same species in its jaws, trying to shake and swallow it.
These cases of cannibalism among Varanus species reinforce the idea that these reptiles, like many other carnivorous animals, are opportunistic when it comes to food sources. While they typically target smaller prey, monitor lizards are also capable of engaging in violent, cannibalistic encounters when the opportunity arises.
“Cannibalism and intrageneric predation may not be as uncommon as previously thought,” Karunarathna said. “Our observations suggest that, in the right circumstances, cannibalism might be a more frequent occurrence among monitor lizards, particularly in situations where food is scarce or competition for resources is high.” The ability of monitor lizards to prey on conspecifics may allow them to reduce competition for food and territory, ensuring the survival of the dominant individuals.
A surprising cultural perspective emerged from the Weerawila area in Sri Lanka, where local villagers initially misinterpreted the aggressive encounters between the two monitor lizards as courtship rather than predation. Karunarathna explained, “Villagers in Sri Lanka believe that these violent interactions are mating rituals, not fights for survival. They also hold the belief that such encounters between Varanus species create new ‘poisonous’ animals, which leads them to avoid hunting or killing monitor lizards.” This cultural belief, whether rooted in myth or misunderstanding, has inadvertently contributed to the conservation of monitor lizards in that region, as villagers avoid killing these animals despite the potential risks they pose.
Interestingly, these insights are not just valuable for the field of herpetology but also highlight the intricate relationships between culture and wildlife conservation. While the villagers’ beliefs may not align with the scientific understanding of monitor lizard behaviour, their avoidance of hunting these animals has undoubtedly benefited local monitor populations. “This shows how human cultural practices can sometimes inadvertently align with conservation goals, providing unintended protection for these animals,” said Karunarathna.
In addition to the documented predation events, the researchers also discussed the broader implications for monitor lizards’ ecological roles. “Monitor lizards, by virtue of their size and diet, occupy an important ecological niche as both predators and scavengers,” said Karunarathna. Their ability to consume large prey, including other reptiles, allows them to control populations of smaller species, contributing to the overall balance of their ecosystems.
The observations presented in this study broaden our understanding of monitor lizard behaviour, particularly their feeding strategies and social dynamics. “These rare predatory events shed light on the adaptability and ecological significance of monitor lizards, revealing that their diet is far more varied and opportunistic than we previously realised,” Karunarathna added.
He also said that with further studies on monitor lizard behaviour, particularly in their natural habitats, they hope to uncover even more about the ecological roles these reptiles play, as well as the evolutionary advantages that behaviours like cannibalism and intrageneric predation may confer. These findings also highlight the importance of preserving monitor lizard habitats, which support not only these fascinating creatures but also the delicate ecological systems they help maintain.
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