Features
Derek Wickremasinghe – A Tribute
By Anura Gunasekera
In the latter part of 1971, whilst I was on Eskdale Estate, Kandapola, I received a letter from the estate agents, George Steuart & Co, transferring me to Chapelton Division of Kotiyagala, Bogawantalawa. I and my wife Malini were delighted at this unexpected directive as, at that time, Chapelton was a coveted Assistant Manager’s billet in the Standard Tea Company. Two weeks later, to our great disappointment, a second letter from the agents advised me of the cancellation of the move to Chapelton and, instead, confirmed my transfer to Sheen Group, Pundaluoya.
The sense of anti-climax was of twofold reasons. Firstly, the cancellation of the Chapelton transfer deprived me of an unexpected professional reward; secondly, the move to Sheen would bring me under Derek Wickremasinghe, then an estate superintendent with a well-earned reputation as a formidable disciplinarian and a very difficult master to please. However, In retrospect, as explained later in this writing, I came to the conclusion that the move to Sheen was the best thing that happened to me, professionally.
Derek Wickremasinghe’s entry to planting was, by his own account, unplanned and fortuitous. He had first schooled at St. Thomas’, Matale, and then moved to Trinity College, Kandy. He had been in Napier house and recalls sharing dormitory space with Maurice Hermon, later to become a well known planter, himself. Leaving school in 1952, he had applied to the then Royal Ceylon Air Force, for a trainee pilot position. Subsequent to several interviews and evaluations, which included a flying aptitude test, for which he had been taken up in to air by one Flight Lieutenant Underhill, he and one Len Rajapakse had tied for first place, as provisional candidates for training at Cranwell, UK. At that time the Royal Ceylon Air Force Commander had been Grp Cpt Bladon.
To Derek’s consternation, his father had refused to give consent to Derek’s career as a pilot. Apparently, Gordon Burrows, famous Trinity teacher, had visited the Wickremasinghe home and done his best to change Wickremasinghe Snr’s mind, but to no avail. Burrows’ argument, that even British Royalty sent their progeny to Cranwell, had failed to move the elder Wickremasinghe.
Soon afterwards, as an alternative, Derek’s father had arranged for him to start training as a planter on Wavendon, Kotmale, an estate belonging to the Thondaman family. Apparently Snr Wickremasinghe knew S. Thondaman very well. Whilst Derek was at Wavendon, Percy Gray, then superintendent of Sheen Group, Pundaluoya, had visited the Wavendon factory and been pleased with Derek’s responses to his questions on manufacture, and had advised Derek to apply for a position in the GS&Co agency. Some months later, whilst Derek was working on a Rubber estate in Bulathkohupitiya, owned by a relative, Gray had offered him a position on Sheen, to replace Claude Ratwatte, who was going to UK on a six month furlough. Thus, Derek had started his planting career, in 1953, as junior SD, on Upper Sheen Division. The senior assistant then had been Tom Meldrum, an Englishman, later replaced by Derrick Nugawela.
Following upon Derek’s example, Leonard, Derek’s younger brother, also entered the plantation industry.
Derek, single when he assumed duties on Sheen, had been told by Gray that he should put in at least five years service before considering marriage. That was an era in planting, when your superintendent could impose conditions on your private life as well. In 1958, no sooner the mandatory restriction ended, Derek married Manel Perera from Matale, a regal lady with a profile out of an ancient Greek coin. In around 1961 Derek had gone on six months overseas leave and, on his return, been appointed to Bridwell Division of Bogawana estate, Boganwanthalawa, under Hugh Connor. In 1964, consequent to an acting appointment on Bogawana, Derek had taken over Queensberry Estate, Kotmale, from David Parker.
In 1970 Derek had taken over Sheen from Brian Richards; in his own words, the most satisfying moment of his planting career, to be appointed custodian of the estate on which he started his career. Derek was on Sheen till 1976, when he left active planting and moved to the George Steuart’s office in Colombo. Nationalization of plantations followed soon after and at the invitation of Asoka Gopallawa, the first General Manager of the newly formed Janatha Estates Development Board, he moved to Kandy to set up the JEDB Regional Office. In 1977 Derek moved to Kurunegala, as Regional Manager, JEDB, running the operation whilst in residence on “Erlsonia”, his own coconut estate in Wellawa, till retirement a few years later. There he lived, till his passing on September 27 this year, three weeks short of his 90th birthday.
This brief career synopsis outlines milestones, but does not reflect the quality of Derek’s contribution as an agro-manager, in the various positions he occupied. However, my personal experience of five years as his assistant on Sheen, entitles me to pay a deserved and credible tribute, to a man whom I consider to be one of the most competent planters I have met.
Many of the systems that Derek employed in his management were rooted in the lessons he had learnt from Percy Gray, his first mentor and superintendent, further refined by techniques developed by himself, personally. Although Derek’s predecessor on Sheen, Brian Richards, with his somewhat unconventional approach to agricultural management, had made startling changes to the strategies employed successfully by Gray for two decades, the evidence of Gray’s meticulous management style was still accessible and visible, especially in the many well preserved records which detailed his agricultural and management philosophy. One of Derek’s first moves on assuming custody of Sheen, had been to persuade the agents to remove the then Visiting Agent of Sheen, a senior British planter from an estate in Pussellawa. In an unusual move, he was replaced as VA by Gamini Salgado, then an executive director of George Steuarts.
Prior to my arrival on Sheen, I had been part of the St. Leonard’s Group, Halgranoya, where my manager had been Chris Mossop, a very fine, experienced planter, but certainly not the martinet that Derek was. That apart, in high yielding estates like St.Leonards and Eskdale, it was relatively easy to produce successful results. On Sheen, on the other hand, with its low-yielding tea and harsh terrain, results had to be ground out. My initial resistance to Derek’s uncompromising style led to much early friction between the two of us, but I was sensible enough to finally accept, that under Derek there was rarely any space for conflicting opinions. Within his tightly controlled strategies and systems, monitored stringently by him at every stage, there was no margin for error. In any event, with his relentless insistence on timely delivery and excellence, he did not accept any.
When I finally left Sheen, on a promotion, it was with both competence and reputation enhanced, simply because I had survived a five-year stint under a very competent, and exacting, superintendent. My worth was underwritten by a genuine improvement in both capacity and skills. As a result of Derek’s unwavering insistence on timeliness and quality of work, I came of age as a planter. Asoka Herat, my fellow SD on Sheen and Rohan Jagoda, my school friend, who had been Derek’s assistant on Queensberry, have echoed similar sentiments regarding their respective stints under Derek.
One significant aspect of Derek’s management style was that the strategic path to desired objectives was personally mapped out by him, with clearly defined protocols, and standards which never varied. Under-achievement was penalized whilst excellence, for which there were neither accolades nor immediate rewards, was accepted as the norm. His treatment of his assistants was fair, detached, unemotional and strictly within the prescribed protocols of the day. There were no indulgences. However, on the regular instances when he entertained us in his estate bungalow, he and wife Manel were very gracious and generous hosts, and we were welcomed by a cheerful, friendly, jocular man, in stark contrast to the unyielding manager who commanded our working life. He skillfully compartmentalized the personal and the professional.
On a visit to Erlsonia, about a year ago, Asoka and I, along with our respective wives, Amitha and Malini, found the Wickremasinghe couple as gracious and lavish as hosts, as they used to be. When Asoka and I gently teased him about the trials he put us through on Sheen, he professed a memory loss though Manel was quick to remind him, smilingly.
Derek also had a personal side which was very rarely on display. When Malini returned to Sheen after her confinement, with baby Mihirini, our first born, Derek and Manel were our first visitors, arriving with a gift of a delicate pair of gold earrings for Mihirini, obviously chosen by Manel herself. When Malini was hospitalized in Colombo for an illness, Derek visited her, carrying a large bunch of king-coconuts as a gift for the patient. I also recall the concern he and Manel both demonstrated, for my personal welfare, when Malini left for Colombo on a temporary professional assignment.
I have tried to draw an objective image of a man, who played a major role in shaping me as a competent manager, though I cannot recall him telling me that his tutelage was designed to make me a better planter. That was more a tangential result of the rigorous regime he subjected me to. This writing is also a tribute to a very proficient manager with a low-key personality, who deliberately maintained a muted profile. He never sought to actively promote his personal or professional image, but his performances spoke for him, whilst his integrity was unquestionable.
In my over half-century of involvement in the plantation sector, I have known many senior planters with deservedly great reputations for competence but, possibly because of his restrained personal style, not many class Derek alongside those plantation giants. In my view and personal experience, in terms of all round competence, and in the delivery of successful outcomes under challenging and restrictive circumstances, it would have been difficult to find a better man than Derek Wickremasinghe.
Features
‘Lord Edgware Dies’
It has been some time since I read an Agatha Christie, the plot of which I cannot remember. So, I was delighted to find on the shelves of a friend Lord Edgware Dies, which I had a vague memory of, but no certainty about who had done it.
When I read it, I found that my memory of who was probably the killer was correct, but I could not be certain and the red herrings Christie threw in were so diverting that until almost the very end I wondered if I had been wrong.
The plot is very simple. Jane Wilkinson, who is married to Lord Edgware, tells him that she is desperate for a divorce since she is in love with a very proper Anglo-Catholic peer, Lord Melton, but Edgware refuses to divorce her. She asks Poirot to talk to him, which he does, and is surprised to find that Edgware has told Jane he is prepared to give her a divorce. This was, after he had categorically refused, through a letter, which Jane said she had not received.
That night Edgware is murdered, after Jane had been to see him, or so the butler said, and also Edgware’s secretary. But Jane had been that evening at a grand dinner many miles away, where a dozen fellow guests could swear to her presence.
There was a solution however to the mystery of two Jane Wilkinsons, namely a skilful impersonator called Carlotta Adams who, in the opening chapter had impersonated Jane Wilkinson, who had also been at the performance. But when Poirot goes to see her, he finds that she had been found dead on the morning after Edgware had been killed, of an overdose. And in her bag was a gold case, with a strange inscription, that contained the drug, along with a pair of pince-nez.
Her maid said she had written a letter to her sister in America and posted it the previous night. Poirot asks Inspector Japp to get the letter, and a transcript is received from America, and in it the name of Edgware’s nephew Ronald Marsh is mentioned; he had taken Carlotta to dinner after her performance, with which the book opens, and had then set her a challenge. Japp arrests Marsh, but Poirot is not happy and asks for the original of the letter, which the sister sends him. That shows that a page is missing, and the tear is obvious, though that raises the question as to why it had not simply been cut.
Matters are further complicated by the fact that Marsh had gone in a taxi to the Edgware house, along with Edgware’s daughter Geraldine, in the interval of an opera which had previously seemed to provide them with cast iron alibis. Geraldine had gone in to fetch her pearls so that Marsh could raise money he needed, and thus had an opportunity to kill Edgware, as did Marsh, for the driver said he had got out of the taxi while waiting and gone into the house.
Marsh explained why he had gone to the house on the night of the murder as having followed Bryan Martin, an American actor, who had been in love with Jane, whom he saw go into the house with a key. But there was no one visible when he entered, and Geraldine almost immediately came down and they left together. And Martin too has become an object of suspicion to Poirot, for he had been to see him before the murders were discovered with a story of being followed by a man with a gold tooth – a story Poirot immediately realized was false when he was asked how old the man was, and was told he was young, for young people did not have gold teeth.
A heap of French money Edgware had got for a trip to Paris was missing, but since Marsh had no need for it after his cousin’s offer of help, Poirot deduces that it must have been taken by the butler, who has disappeared. Christie has stressed that he is astonishingly handsome, unusual in a butler, and Poirot notes a resemblance to Martin, so he thinks the mysterious man going into the house must have been him.
Incidentally, later Poirot assumes that Edgware’s change of mind was because he was involved in some scandal, and I believe Christie intends us to see the cause of this in his handsome butler, though this is not specified.
Meanwhile, Poirot has asked Japp to find out the provenance of the case found in Carlotta’s handbag, and it turns out to have been made in Paris, specially commissioned, and collected by a woman with pince-nez.
But then another murder occurs—that of another guest at the grand dinner, which provided Jane with her alibi. The victim is an actor who had been bemused when Jane, at a lunch, thought the Judgment of Paris referred to the city. He told Hastings he wanted to see Poirot, but was killed before he could get to the appointment. Poirot had rushed there when told about his request, but it was too late.
Meanwhile, Poirot has tried out the pince-nez on Edgware’s secretary, but she could not see through these. It was only a chance remark heard outside the theatre that led him to try them out on Wilkinson’s maid Ellis, a spare pair that had been appropriated for the night of the murders.
Poirot then lays things out, having summoned Martin and told him that he probably suppressed Edgware’s letter, as he had been dropped by then and he did not want Jane to marry another. But after teasing Martin, Poirot says that Jane was in fact the murderer, and she got Carlotta to impersonate her at the dinner while she went to the house and killed her husband. After meeting Carlotta later and checking with her through a call that she had
not been rumbled, Jane had gone ahead with the murder – she put veronal into her drink and the case with veronal into the handbag. She forgot to take out the pince-nez she had used earlier to imitate an American. Carlotta had registered as the American in a hotel and Jane had gone to see her, and there they exchanged identities. After seen the letter, she made use of it by tearing off the page that referred to her, and the S of She, so that the person who had challenged Carlotta to impersonate her seemed to be a man.
There is a coda in which Jane, condemned to death, writes to Hastings, still full of pride at her ingenuity hoping she will be remembered.
Features
Desilt reservoirs, learn from our ancient irrigation systems
by Prof. O. A. Ileperuma
Silting of reservoirs is a major problem today affecting our hydropower production and irrigation systems. The main Mahaweli reservoirs are silted to a considerable extent reducing the water holding capacity of them. Due to poor soil management practices, floodwaters deposit large amounts of silt in these reservoirs. When the Polgolla reservoir was fully drained about two years back, one could see mountains of silt in the lower reaches of the reservoir. A rough estimate is that 50% of the total capacity of these reservoirs has been lost to siltation. This is a serious issue which affects not only power and agriculture but also flood control.
Our ancient irrigation systems ensured that desilting of reservoirs took place under royal decree where all users of the reservoirs were ordered to carry out desilting of reservoirs during the dry season. The clay thus collected was used in making bricks for the construction of great stupas which dot the landscape of our ancient kingdoms. This ensured that the reservoirs had their full capacity filled with water for the next cultivating season. Our ancient kings were clever enough not to construct reservoirs by blocking main rivers such as the Mahaweli. A classic example is the Minipe left canal where they tapped only the surface water of Mahaweli. Even the bigger tanks such as Nuwara Wewa and Parakrama Samudraya were fed with minor rivulets. There were also other ingenious features in the cascade irrigation systems built by the ancient kings, such as mud sluice canals and forest reservations between the reservoirs in the cascade system. These reservations helped trap silt and remove excess nutrients, which could otherwise contribute to increasing salinity as water flowed from one reservoir to another.
- Parakrama Samudraya
- Kalawewa
- Kotmale
A classic engineering marvel is the former Yoda Ela, which carries water from Kalawewa to Nuwara Wewa and Tissa Wewa. It is 87 km long although the straight distance between these points is only about 40 km. The gradient of this canal is about 10 cm per km or 6 inches per mile. Yodha Ela functions as a moving reservoir and feeds about 4,600 hectares of paddy lands. It is a winding canal with about 120 smaller reservoirs on its way. It was constructed during the reign of King Dhatusena around 459 AD and later expanded by King Parakramabahu by connecting more reservoirs to the network. Unfortunately, during the Mahaweli project our modern-day engineers constructed a concrete canal replacing the winding path of this Yoda Ela also called Jaya Ganga. This effectively removed the ability of the old Yoda Ela to remove silt and nutrients. The bank of this Ela has wet zone trees such as jak and areca nut growing well. They take up the nutrients from the flowing stream making the water suitable for irrigation later.
Ancient Mesopotamian civilisations depended on dams constructed along the two main rivers, Euphrates and Tigris. After continuous irrigation of their fields over several thousand years, salinity of the irrigated lands increased making them unsuitable for agriculture. People died due to famine and this clearly illustrates the danger of blocking main rivers for agriculture. There is scientific evidence that the salinity of paddy soils in the Mahaweli C area is increasing.
We saw the devastation caused by Cyclone Ditwah. The sluice gates of the Kotmale Reservoir were opened, and Kandy and Peradeniya were flooded. If the reservoir had had greater storage capacity, couldn’t the opening of the gates have been delayed? This may not be an argument that modern-day engineers would readily accept, and I am not an irrigation expert. These ideas may well be naïve. But most of us tend to think of reservoirs mainly in terms of hydropower generation and irrigation, while their role in flood control receives much less attention. The question therefore deserves serious consideration. Could restoring lost reservoir capacity through desilting help improve our ability to manage extreme rainfall and reduce flood risks?
Desilting our reservoirs should be considered a national priority.
Features
Losing out to Ethiopia
Export diversification – Missing the wood for the trees – Part III
by Gomi Senadhira
In Sri Lanka, the word “Ethiopia” is often used as disparaging slang to describe individuals or areas experiencing extreme poverty, starvation, or severe economic hardship. This linguistic habit originated in the 1980s with the Western media coverage of the devastating Ethiopian famine of 1983-85. That media coverage shocked the world but also left an outdated and offensive global stereotype that the country is permanently starving. Much has changed since then. By now, with an annual growth rate of around 9%, it is the fastest-growing economy in sub-Saharan Africa. Ethiopia has also emerged as a highly competitive exporter and is challenging not only its competitors in the region but also countries like Sri Lanka. This article is on how Sri Lanka has lost ground to Ethiopia (and a few other countries) in the GCC markets for agricultural and floricultural products.
Sri Lanka – A Pioneer in the Agriculture and Floricultural Market in the GCC
As discussed in Part II of this article, by the mid-1980s Sri Lanka had established a strong foothold in the GCC’s fruit, vegetable, and floricultural market. Geographical proximity and well-established shipping and air links gave Sri Lanka a strong comparative advantage over Southeast Asian and African nations. Thailand, Vietnam, and Kenya were not even in the market. At that time, Ethiopia was experiencing (as BBC news reports described) “a biblical famine”.
The market was not very large, but it was lucrative and growing. Trade Minister Lalith Athulathmudali as well as the Chairman of the Export Development Board, Victor Santiapillai, who visited Kuwait (and the GCC countries), recognised the market potential for these products and encouraged us to continue with our work. The minister was particularly keen to further develop links between the market for these products, exporters, and his Export Production Villages (EPVs). So, it was becoming a successful case not only for export diversification but also for transferring gains from exports directly to rural households.
From Trailblazer to Tailender
As a result, even by the beginning of this century Sri Lanka had a larger market share than most of its competitors from Asia or Africa. But since then, our competitiveness has weakened significantly. The tables below provide a comparative snapshot of Sri Lanka’s performance vis-à-vis Thailand, Vietnam, Kenya and Ethiopia in the GCC market for vegetables, fruits and floricultural products. As illustrated therein, in 2001 Sri Lanka was ahead of Thailand, Kenya and Ethiopia in this small but rapidly growing market. Since then, we have fallen behind Thailand, Kenya and many other countries in that lucrative market. If this trend continues, Sri Lanka will fall behind Ethiopia within the next few years. (See Table 1)
In the GCC market for vegetables (covered in HS chapter 07), Sri Lanka was ahead of most other competitors in 2001. As illustrated in Table 1 , Sri Lanka had failed to develop this market, while Thailand, Kenya, and even Ethiopia had very efficiently increased their market shares. The GCC is a market to which Sri Lanka can supply some vegetables, like cabbages, by sea. It appears Sri Lanka had also failed to exploit this mode of supply.
We can see a similar trend in the market for fruits. Vietnam, Kenya, and Thailand have emerged as major players, while exports from Sri Lanka have staggered on slowly. In this segment, Vietnam has emerged as a leading player during the last twenty years and the GCC imports from Viet Nam have shot up from US$44 thousand in 2001 to US$346 million by 2024. In part one of these articles, I discussed the remarkable increase of jackfruit exports from Vietnam “…just $3 million in 2015 to an impressive $236.8 million in 2023” while most of our jackfruit production rots under the trees. This explains how countries develop their markets, geographically and product-wise. (See Table 2)
Sri Lanka’s performance has been weakest in the market for floricultural products (HS Chapter 06), which groups live trees, cut flowers, and ornamental foliage. When we first entered the market in the 1980s, the market was dominated by the Netherlands, and Kenya and Ethiopia were not even in the market. At that time, we identified the Gulf states as a market where Sri Lanka could have a dominant presence due to geographical proximity. Even in 2001, Sri Lanka was ahead of Kenya, Ethiopia, and Thailand. But by now, Kenya has emerged as the dominant supplier. Ethiopia is also expanding its market share and is the third-largest exporter. (See Table 3)
Missing the Wood for the Trees
In the mid-1980s, Sri Lanka first established its foothold in the GCC market. Since then, Thailand, Vietnam, Kenya, and even Ethiopia have moved well ahead of us and have become leading players. Why did we lag behind in our export diversification efforts in general and, more particularly, in the GCC market?
The reasons are very clear. After the initial attempts in the 1980s and early 1990s, Sri Lanka has not been proactively involved in identifying, developing, and promoting new products and markets, or protecting and further developing new markets already established. The focus has simply been on traditional exports: tea, coconut, cinnamon, and garments, while other products were almost ignored. In essence, we have been and continue to focus intensely on a narrow group of products and markets, and we have lost sight of the bigger picture.
(The writer can be reached at senadhiragomi@gmail.com)
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