Features

Entering Australia, early resistance and the platform for Dilmah’s success

Published

3 years ago

2023/10/1

(Excerpted from the Merrill Fernando autobiography)

Australia and neighbouring New Zealand feature very prominently in my story as it was in Australia, in 1985, that I launched ‘Dilmah’ as a brand. I was familiar with the markets in those two countries as I had been exporting to both since my early days in the export trade. I had also made very useful connections during my days as one of the major bulk tea suppliers from Sri Lanka to Australia.

The late Bill Bennet, who, in the early 1950s trained as a tea taster at Heath & Co in Colombo, where he represented Bushells’ interests, became a good friend. A very friendly, large-hearted man, at that time he was also very much a mentor to me. Later, he joined his father in the family tea company, H. A. Bennet & Sons in Australia and, eventually, became its owner. He sold much of my bulk tea in Australia.

In my move from bulk to branded tea, his advice and guidance were invaluable. As was the case with many of my business associates, he and his family became very close to mine. For close upon 50 years, we never failed to meet on my visits to Melbourne, Australia. I was deeply saddened by the recent passing of this gentle and generous man.

Bill introduced me to his brother, Peter, and Jack Sholer, who owned the Australian Tea & Coffee Company, which used to supply private label tea and coffee to supermarkets. Since the demand for tea bags was growing and their factory was unable to meet the production increase, they turned to me for help. It was a very useful opportunity for me as, soon afterwards, I made a major breakthrough when I was awarded the contract to pack ‘Farmland’ tea bags for G. J. Coles, then the largest supermarket chain in Australia.

Initially, as I will describe in a subsequent chapter, my export initiatives of value-added tea were inhibited by restrictions on shipping opportunities and the differentiated freight rates for bulk and value-added tea. Those issues had to be resolved with a mix of confrontation, subtlety, and influence leverage and, after a long battle, I was able to achieve a reasonable parity.

In 1977 I acquired two tea bagging machines at a cost of around USD 500,000, but for about two years I was unable to generate any business. Eventually, after relentless promotion on my part, personally carried out, I obtained a decent opening in the G. J. Coles supermarket chain. I developed private labels for Coles, Woolworths, Franklins, Safeway and other smaller supermarket chains, within a year.

Max Currie, Head of Tetley and Lyons Australia, and I, established a very good relationship and I supplied him with tea bags under the Tetley label. I also encountered episodes of sabotage of my tea, most likely by his staff, as they would have feared that Max might transfer all the Tetley business in Sri Lanka to me. I went across to Australia and proved that a cigarette butt, which was allegedly found in one of my packs from Sri Lanka, would, most probably, have been introduced at the Aussie end, as that cigarette brand was not available in Sri Lanka! Eventually, after they secured their own tea bagging machines, I stopped supplying that label.

This was also a period of stringent exchange control regulations. Spending money abroad, even for genuine businessmen, was restricted to 10 pounds sterling per day for a 21-day maximum. Max was aware of this issue and was always generous to me with spending money, which was very useful. Despite my protests he continued this practice even after controls were relaxed.

Family ties in business Romeo and Drake of South Australia

Max was also the Chairman of the Victoria Economic Council, a very influential position in a Labour Party Government body. He offered me some very generous concessions, including a proposal for me to transfer tea bagging machines and to set up an operation in Melbourne, for which he would find the necessary land. He also offered me funding through the Economic Council. However, I explained to him that my philosophy was to provide employment in my country and to ensure that the benefits of value addition would remain in Sri Lanka.

His wife, Meris, too became our friend as she was especially fond of both Malik and Dilhan. She presented them with lovely sweaters and other woollen clothing when they were schooling in England. Max moved on a few years ago but Meris continues to live in Melbourne and I do not fail to meet her whenever I visit that city.

Why Dilmah?

`DILMAH, ‘the brand name that now symbolizes Quality Pure Ceylon Tea in over a hundred countries, was coined by combining the names of my two sons, Dilhan and Malik. When I linked the names of my two sons to my brand, I was demonstrating my commitment to my promise to deliver a quality product at a reasonable price, and the credibility of my pledge to the customer. My brand was as part of my family as my two sons were. In retrospect, despite the early setbacks and the initial misgivings of advertising and marketing experts about the potential of a brand name, which, in their view, did not seem linked to tea, it proved to be one of the best marketing decisions I had ever made.

The trial launch took place in 1985, in Australia, with a decent-looking but by no means impressive pack. This was well before the art of the graphic designer and five colour printing. I designed my own pack and first called it ‘Dilma’. I was then 55 years old and close to the age when most people retire!

My friend Gamini Goonesena, formerly a famous cricketer both in England and Sri Lanka, was then working for the Australian advertising agency, appointed by the Sri Lanka Tea Board, as the official media company for the promotion of Sri Lanka tea brands in Australia. Gamini helped me source a distributor, Aeroplane Jelly, a small, family-owned, jelly-producing company. I selected it because they had good access to the retail trade, especially in New South Wales.

However, I made slow progress with them and it soon became clear that the challenge of marketing a new product category like tea, in a highly-competitive environment, was beyond their capabilities. Therefore, I moved to Mauri Foods whilst George Patterson, a leading advertising agency, re-designed the package, which remains much the same to this day.

Patterson developed a new campaign strategy, with one of the first key initiatives being consumer testing of the brand name, ‘Dilma’. The results indicated that ‘Dilma’ did not have sufficient punch to create significant brand awareness and visibility. There were doubts about its appeal to a highly-sophisticated market like Australia. However, the creation of a new brand name was out of the question; quite apart from the sunk costs and the prohibitive additional cost of rebranding, my sentimental attachment to the brand name precluded any such consideration.

Finally, following rigorous consumer testing, it was decided to add the ‘H’ at the end of ‘Dilma’ and rebrand as ‘Dilmah’. Thus the brand was born. It was relaunched with a new packaging design, which was printed in Singapore to ensure highest quality in presentation.

Early struggles

I came up against stiff resistance when I tried to find a supermarket chain which would give ‘Dilmah’ space on its shelves. The Coles supermarket chain buyer whom I approached maintained that he was happy with the tea brands he was already selling and that he did not see the need to add to the portfolio of selling brands which had been around for generations. I had many friendly arguments with him, trying to get him to understand that big brand owners were simply looking for profit, without any concern for the consumer, who is driven to buy whatever is on the shelf, regardless of the quality of the product.

I tried to convince him that what was on the shelf was commodity tea and that whilst the brand names remained the same, the contents had changed and the consumers, who had been weaned on quality Ceylon Tea, were now being deceived by an inferior product. Finally, either convinced by my arguments or simply to appease my insistence, he accepted two Dilmah products and put genuine, quality Ceylon Tea back on the Coles supermarket shelf.

It was also a watershed moment in my life as a tea entrepreneur; for the first 38 years I had been supplying tea in bulk to blenders and packers around the world. With the launching of my own brand, ‘Dilmah,’ I took the first steps towards the fulfilment of a promise I had made to myself, as a young man in his novitiate in the tea trade.

Initially, despite my long experience in tea and my knowledge of multinational marketing strategies, I was still a bit naive. It was my intention to price Dilmah 20 cents above the market leader, but the Coles buyer would not agree. In deference to his opinion and advice, I priced it at AUS Dollars 1.89, 10 cents less. I was delighted with what I had achieved, in ignorance of what was to follow.

As Dilmah was relatively small, unknown, and, in my perception, posed no threat to the established multinational brands, I never expected a reaction from them. However, the then market leader discounted its tea to AUS Dollars 1.49 at the very next promotion. I was both disappointed and dispirited. I assumed that my long-held dream to bring Pure Ceylon Tea back to the consumer would have to remain as such. I fully expected Dilmah to be taken off the shelves when it came up for review three months later.

The Dilmah philosophy was a threat to the multinational operational style. The foundation of the latter, a well-entrenched colonial concept, is to subjugate the producer by acquiring his product in bulk, as a raw material, and to add real value by branding, packaging, and marketing elsewhere. Dilmah had broken that mould by adding that value in the country of production itself. If many others were to follow that example, the mass market traders’ business would be at serious risk. Hence, the immediate retaliatory response in Australia, which included aggressive media campaigns mounted by Lipton, Bushells and Lanchoo the then market leaders to counter my entry in to the Australian market with Dilmah.

Nabi Saleh: a chance meeting led to a lifelong Friendship

Therefore, in the background of an envisaged worst case scenario, I was rendered speechless when, at my next visit to the Coles buyer, he said: “I have good news for you.” Apparently, never before had he received so many messages from happy customers, as he did about Dilmah, commending the product. The callers had thanked Coles for bringing real Ceylon Tea back in to their cups. That marked the beginning of the Dilmah success and the confirmation of my long-held belief, that if you deliver good quality consistently, the consumer will extend patronage. The brand is built and sustained by the happy customer.

Australia was a market with other, inherent advantages for a proposition such as Dilmah, as that market offered many house brands and generic packs, largely of Ceylon Tea. Whilst all such packs were under importers’ brands, with suppliers and origins changing from time to time, it was still an important part of Australian business and a pattern of trade and distribution common in other Western countries as well.

The opportunity given to me earlier, to provide such house brands and generic packs to retailers, gave me an invaluable insight in to the dynamics of the Australian tea market. That experience with the distribution system, and my connections with the retailers and their management, enabled me to very effectively introduce my own brand later.

Having first worked with Mauri Foods, I moved to Cerebos Australia whilst working with a few other foodservice importers. Subsequently, with the sales of Dilmah gathering momentum, I set up ‘Dilmah Australia’ as a company and a marketing platform, to operate in association with Broker Counterpoint Marketing Services. The latter functioned as regional brokers whilst we managed the customers and logistics through a logistics company. I recruited Cindy Dean, wife of a good friend, Ishan Ratnam, as the General Manager of Dilmah Australia. Thus, with my own team in place, I was beginning to achieve my goals for Dilmah in Australia.

However, I found that our distributors did not always share my passion for Dilmah and, as a result, I had to constantly review marketing strategies and distribution arrangements. One disappointing experience was with Valcorp, in 2008. I found that this company, headed by John Valmobida, did not possess the competencies and attributes necessary to drive Dilmah with the kind of energy that I liked to see. Finally, when we were unable to arrive at a resolution of issues regarding distribution of Dilmah in Sydney, Valmobida suggested that the operations agreement between us be cancelled.

I immediately agreed and resisted all his subsequent attempts to change my mind. From then on, having given Valcorp a couple of months’ grace, we set up our own distribution, eventually managed by Rohan Meegama, the son of my Shipping Manager when I was at A. F. Jones. Rohan was the Warehouse Manager for Valcorp and, despite the misgivings of both colleagues and friends, I set him up in the warehousing business on his own and entrusted our distribution in Australia to him. He has been doing an excellent job ever since.

Consequences of stress

That was a particularly trying time for me personally as, under the strain of resolving problems that were cropping up in all the major cities in Australia where we were in business, I actually fell physically ill. I was flying between cities almost on a daily basis and as a result of developing a seemingly unquenchable thirst, consuming large quantities of lemonade and other carbonated drinks. It was one of the most stressful periods in my life.

After a very strenuous spell in Australia I returned to Colombo soon afterwards, flew to London, still feeling terribly unwell but understanding the reason. A couple of days after I landed, the late Daya de Silva, then my doctor in London, diagnosed that I had come in for Type 2 Diabetes! An incipient condition had been triggered in to a major health episode by work stress. He wanted to immediately hositalize me but agreed to let me stay at home on the strict understanding that I would ring him twice a day, to personally report on my condition.

In the launching and promotion of Dilmah tea in Australia, I had to contend with humiliation, disappointment, and interventions designed to damage my progress. In addition, there was also opposition from people in Sri Lanka itself. However, whilst I was deeply shaken by the fierce and often unscrupulous competition from the multinationals, I was also inspired by the welcome reception to the concept of a quality tea that I eventually received from the supermarket buyer and the consumer. My persistence at that level paid off and resulted in supermarket chains agreeing to stock my products.

A refreshing counterpoint to the initial hostility I faced in Australia was the friendly reception, from the Romeo & Drake families of Adelaide, both running independent supermarket chains in South Australia. My association with these two families goes back to over 40 years. In the charming nature of such close-knit, traditional family businesses, very much like mine, the relationship has been extended to the second and third generations.

Rodney Arambawela, a proactive official

Rodney was Sri Lanka’s Tea Commissioner in the Middle East (Gulf Region) from 1975-1982. During this period of service he was stationed in Dubai, before it became the sophisticated and modern centre of business activity that it is today. I got to know him then and shared with him, my ideas for the launch of a Pure Ceylon Tea brand of my own.

In 1982, during Major Jayawickrema’s period as Minister of Plantation Industries, Rodney was appointed as Tea Commissioner to Australia, New Zealand, and the Pacific Islands. His appointment came at a time when the market for Ceylon Tea in Australia had declined alarmingly, with Australian packers opting for cheaper tea from different origins, more suitable for tea bags. Rodney’s remit in Australia, as defined by the minister himself, was to strategize the revitalization of the Ceylon Tea market in the country.

Apart from my own knowledge of the Australian market, the market research that Rodney conducted after assuming duties in Australia, provided statistics which were very helpful in the launch of Dilmah in that country. He was also very supportive in the early promotional campaigns and took an active part in the related activities. His proactive response to the project, and his enthusiasm for its successful implementation, was in complete contrast to the passive and often obstructionist attitude of some of the members of the Secretariat in Colombo. After leaving the Tea Board in 1988, Rodney reverted to an academic career but still continued his promotion of Dilmah in various forums. His assistance to the cause of Dilmah in Australia has been invaluable.

Nabi Saleh my friend

My story of Dilmah in Australia would not be complete without mention of Nabi Saleh, a highly-educated, Iranian-Australian businessman and commodities trader. I met Nabi, quite unexpectedly, about 40 years ago at the Franklins Supermarket, Sydney, whilst we were both waiting to meet the same buyer, Michael Hansel. We were competitors at first. but later became trade associates and, more importantly, good friends.

Nabi was then a private label supplier to Franklins and other distributors. through a small-time packer in Indonesia. After that first meeting. Nabi bought private label tea from me as well. In 1995 Nabi became the owner/Chief Executive Officer of Gloria Jean’s Coffee, a venture he developed into a worldwide success. Nabi admired my vision for Pure Ceylon Tea and was of assistance to me in establishing Dilmah in Australia. Like me, Nabi is also a man of great faith.

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Features

El Niño and Sri Lanka: Safeguarding food security in uncertain times

Published

38 mins ago

2026/09/21

Thilina Walpola

El Niño

by Prof. Janaka Wijesinghe, Dr. Nishala Wedamulla and Gayathma Weerawanni

As climate variability becomes an increasing challenge for nations worldwide, Sri Lanka faces growing concerns over the impact of El Niño, a natural climate phenomenon that can disrupt rainfall patterns, increase temperatures, and place additional pressure on agricultural production. For a country where agriculture remains a vital part of the economy and rural livelihoods, preparing for climate uncertainty has become essential to safeguarding food security. Food security includes not only the availability of food but also access to nutritious and affordable food.

Climate-induced disruptions to agricultural production can affect all dimensions of food security. Vulnerable populations, including low-income households and rural communities, are often the most affected by fluctuations in food supply and market prices.

Cause of the phenomenon

El Niño occurs when sea surface temperatures in the central and eastern Pacific Ocean become unusually warmer than normal, influencing global weather patterns. Although the phenomenon originates thousands of kilometres away, its effects are felt across many regions, including South Asia. According to experts, in Sri Lanka, El Niño events can contribute to irregular rainfall, prolonged dry periods, higher temperatures, and changes in the timing and intensity of monsoon rains.

Sri Lanka’s agriculture sector is particularly vulnerable to these climate fluctuations and faces increasing challenges from climate variability, with the El Niño phenomenon emerging as one of the most significant threats to national food security. As global temperatures continue to rise, understanding and preparing for the impacts of El Niño has become essential for ensuring a stable food supply and protecting the livelihoods of millions of Sri Lankans. Mainly, rice, the staple food of Sri Lanka, depends heavily on reliable water availability.

Reduced rainfall during critical cultivation periods can lead to drought conditions, lower reservoir levels, and can affect paddy yields, while excessive rainfall at unexpected times can damage the crop through flooding, diseases, and poor field conditions. In addition, other crops, including vegetables, fruits, and plantation crops, may also experience productivity losses due to heat stress and water shortages. These impacts can result in food shortages, rising food prices, and reduced incomes for farming communities.

The consequences of climate-related agricultural disruptions extend beyond farmers. Reduced crop production can lead to increased food prices, greater dependence on imports, and challenges in maintaining a stable food supply. For vulnerable communities, especially small-scale farmers and low-income households, these impacts can significantly affect nutrition and livelihoods.

Need to reduce postharvest losses

In such circumstances, reducing postharvest losses becomes a critical component of national food security strategies. Food that is produced but lost after harvesting represents wasted land, water, energy, labour, and financial resources invested in the production. In Sri Lanka, significant quantities of fruits, vegetables, grains, and other agricultural commodities are lost due to inadequate harvesting practices, poor postharvest handling, unsuitable storage conditions, inefficient transportation, and limited processing facilities. During periods of climate stress, such as El Niño-induced droughts, these losses become even more serious because the available food supply is already under pressure. Minimising postharvest losses can, therefore, increase food availability without requiring additional land or agricultural inputs. Hence, strengthening postharvest management can make a major contribution to climate resilience. Improved harvesting techniques, better packaging, temperature-controlled storage, efficient transportation systems, and modern processing technologies can extend the shelf life of agricultural products and reduce wastage.

How to face challenges

Promoting small-scale processing and value addition can also help farmers preserve surplus production and maintain income during periods of market fluctuations. Achieving food security in an era of climate uncertainty requires a comprehensive approach that considers both production and preservation. Increasing agricultural productivity alone is not sufficient if a significant portion of harvested food is lost before reaching consumers. Reducing postharvest losses should be recognised as one of the most practical, cost-effective, and sustainable solutions for ensuring food availability.

Moreover, Sri Lanka has opportunities to strengthen its resilience against El Niño-related challenges. Improving climate forecasting systems and ensuring that farmers receive timely weather information can help communities make better decisions on planting dates, crop selection, and water management. Climate-smart agricultural practices, such as drought-tolerant crop varieties, efficient irrigation methods, soil conservation, and improved water storage, can reduce risks associated with changing weather patterns. Water management remains one of the most important strategies for climate resilience. Expanding rainwater harvesting, maintaining irrigation systems, and protecting watersheds can help communities manage water shortages during dry periods.

Importance of climate-smart agriculture

At the same time, Sri Lanka must continue to promote climate-smart agricultural practices. The use of drought-tolerant crop varieties, efficient irrigation systems, soil conservation methods, and improved weather forecasting services can help farmers adapt to changing climate conditions. Providing timely climate information enables farmers to make informed decisions regarding crop selection, planting schedules, and resource management.

Investment in research and innovation will also play a key role. Agricultural institutions and researchers can support farmers by developing technologies and practices suited to changing climatic conditions. Promoting crop diversification can further reduce dependence on a limited number of crops and provide alternative sources of income during periods of climatic stress.

Food security in the face of climate change requires cooperation among government agencies, farmers, researchers, private-sector stakeholders, and communities. Early warning systems, disaster preparedness plans, and supportive agricultural policies can help minimise the effects of extreme climate events. As climate uncertainty becomes the new normal, proactive measures are essential to protect Sri Lanka’s food future. While El Niño presents significant challenges, strategic planning, innovation, and collaboration can help the nation build resilience and ensure that every citizen has access to safe, nutritious, and affordable food. More importantly, policy support is crucial in building a resilient food system. Government agencies, research institutions, and the private sector must work together to develop sustainable agricultural practices and strengthen food supply chains. Diversifying food production and reducing post-harvest losses can also contribute to greater food security.

El Niño as a stark reminder

El Niño is a reminder that climate challenges do not respect geographical boundaries. While Sri Lanka cannot control global climate phenomena, it can strengthen its ability to adapt and respond. By combining scientific knowledge, sustainable farming practices, and effective planning, the nation can protect its food systems and ensure a more secure future in an era of increasing climate uncertainty.

As the climate continues to change, preparedness is no longer an option; it is a necessity for protecting Sri Lanka’s food security and the livelihoods of generations to come.

Features

Getting organised for the new arrival

Published

52 mins ago

2026/09/21

Thilina Walpola

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

KEY POINTS

=Being parents of a newborn baby is a tremendous responsibility.

=To attend to the necessary chores and duties at home, the home set-up must be well organised.

=The routine care of a baby, throughout 24 hours, is a demanding one. But if things are well looked after and prearranged, it would make the task that much easier.

=It is a joint responsibility of the mother, as well as the father, and all other inmates of the same household.

At long last, the baby has arrived, and the parents will be taking him or her home. Usually in uncomplicated deliveries, even after Caesarean operations, the baby is sent home in a couple of days. It is generally a hectic time, and if steps have not already been taken to get things organised at home, it can be quite difficult for new parents. Getting things in shape should have started well before the baby’s birth, but even if he or she arrives earlier and unexpectedly, getting organised at that stage is important to make life easier for both parents. This is perhaps easier said than done, especially for a young couple, but it is a process that would pay dividends. All that is required is plenty of common sense. Getting organised for the newborn baby well in time will make life that much easier in the subsequent months and years to come.

An important thing to do is to arrange everything in the bedroom so that the ‘baby things’ are easily accessible and you know where to find each item. As an example, it should not be necessary to look high and low for nappy pins once a nappy has been put on the baby. What is advocated today is to keep the baby in the same bed as the parents, and this means an extra cot may not always be necessary. It would also provide a little more space in the room, which would otherwise have been taken up by a cot. However, a small baby cot is sometimes useful to put the baby to sleep and provide some rest and relaxation to the mother.

If the baby is kept on the same bed as the mother, there is no danger of the mother rolling over the baby during sleep, as the natural in-built maternal instincts would wake her up at the slightest touch from the baby or the tiniest noise from the baby.

Clothes and nappies

The clothes and nappies of the baby should be easily accessible and available at all times. It is not necessary to buy a new almirah or a cupboard for the baby. A couple of shelves of a cupboard that is already in the bedroom would do nicely. Even a small separate wooden or cane rack with shelves too would be more than adequate for this purpose. The secret is to still have sufficient room in your own bedroom to move about even after getting the baby’s things organised. Sweeping and cleaning the bedroom should be done every day. Some people elect to wet-mop the floor, which is a really good thing. These tasks should not take too much time and could be quickly attended to when the baby is resting quietly after a feed.

Other people in the household and perhaps the father of the baby could help in this regard. Battery torch lights and emergency lights for power failures should be kept in places that are easily accessible, even in the dark. It is no joke to start looking for these things when there is a loss of electrical power. One needs to be prepared, as such unexpected power failures are so very frequent in certain areas of the country. Incidentally, there is nothing against the use of electric fans in the bedroom where the baby is.

During very warm days, it will only make the baby more comfortable. It will not cause any illness. The same applies to air conditioners, provided they are maintained well and serviced regularly. If there is a telephone in the house, it would be worthwhile getting a cordless extension so that the mother does not have to run around in circles to answer the phone while attending to the needs of the baby. This is of course minimised completely today with the use of modern mobile phones.

Feeding the baby should not cause any problems at all. The need of the hour is to exclusively breastfeed for the first six months. THERE IS NO OTHER MILK THAT COMES EVEN CLOSE TO THE GOODNESS OF MOTHER’S MILK – FULL STOP; NO ARGUMENTS AND NO BUTS. There is extremely convincing and overriding scientific evidence for breast milk being the very best form of nutrition for a new arrival. It is the golden elixir of life, and there is nothing else, absolutely nothing else, that is as good as mother’s milk for a baby. The infant milk-food companies can even shout from the rooftops but they have no chance, whatsoever, against proven scientific medical evidence. It is also important to stress that babies need to be fed on demand and very definitely NOT BY THE CLOCK. All babies will indicate by various actions when they are hungry and feel the need to be fed.

Breastfeeding obviates need for bottles, etc.,

Exclusive breastfeeding would obviate the need for bottles, teats, cups, spoons, formula milk powder, sterilising equipment, etc. There is no extra cost involved as well. Government legislation has provided working mothers with sufficient maternity leave to feed their babies with human milk for at least the first four months. If there are ways of getting a little bit more leave to stretch it to six months, this should be explored to the fullest, as the benefits of exclusive breastfeeding are worth a lot more than money could buy. There are added benefits of breastfeeding such as control of the mother’s weight and figure as she burns up a significant number of calories in producing her milk.

When it is time to give the baby a bath, arrange everything you need around the place where you are going to bathe the baby. Towels, soap, etc., should be at arm’s length. If there is help available at home in the form of members of the extended family or domestic aides, this is the time you could really make use of them. When the mother gets used to the procedure, bathing a baby is no big deal. In most instances, it is a thing that both mother and baby would enjoy. Get the baby used to bathing as early as possible. This will prevent him or her from making an almighty fuss at bath time later on. Almost all babies love to be in water provided they are introduced to bathing very early in their lives.

The mother must arrange her mealtimes and resting periods to coincide with the times when the baby is quiet or is sleeping. Mother’s meals just need to be nutritious, and everyday foods are more than adequate. It is not necessary to go out of the way to provide her with expensive supplementary foods or additional forms of nutrition. There is no scientific evidence to say that certain foods are not good for nursing mothers. The notions of “heaty” foods and “cooling” foods have no scientific rationale.

Most authorities believe that a nursing mother could and should eat anything and everything. The only thing necessary is to provide a nicely balanced and adequate diet. The mother needs to get a sufficient and acceptable amount of sleep, especially during the day. This is particularly important because she may have to get up several times during the night to feed and change clothes of the baby. Steps must be taken to provide her with these essential periods of rest. Organising a routine to help her with this aspect would be most desirable.

Father’s work schedule

It is also advantageous for the father to get his work schedules and duties rearranged as much as possible and in such a manner so as to provide sufficient time at home to help in caring for the baby. This, of course, depends on the exact type of work that he is involved in. In each and every case, a genuine effort should be made to have quality time with the mother and the baby. This is particularly useful for the first few months of the baby’s life. As far as possible, the father should be equally involved with the rearing practices of the baby. Looking after a baby should be a shared responsibility. This process also enhances the baby developing a very beneficial and desirable bond with both parents.

The arrival of a new baby should not lead to a complete social embargo for the family. One could travel outside the home with the baby, especially if the times of travel are carefully planned to suit the requirements of the baby, such as feeding times. Even then, if the baby is breastfed, he or she could be fed almost anywhere. Some babies are, however, prone to throwing up while travelling immediately after a feed. It is generally better to avoid intensely overcrowded social gatherings, but social visiting, attending weddings and parties, with the baby in tow, are quite in order, even when the baby is just a few weeks old.

If the parents own a car, it is a good idea to get a commercially available baby car seat that is fitted to the rear seat of the car. The sooner you get the baby used to travelling in this baby seat, the better it is for all around. It is the safest way to take the baby in the car. In some of the Western countries, newborn babies are not discharged from the hospital till a car seat is fitted to the car. Unfortunately, baby car seats are not that popular in this country, but it must be pointed out that they contribute a great deal towards the safety of a baby in the case of a traffic accident.

Unnecessary expenditure

Many parents spend unnecessary amounts of money on a baby. All kinds of expensive items, such as perfumes, colognes, powders, etc., are not quite essential for a baby. The natural milky smell of a baby is quite unique. The clothes that one buys for a baby should be simple, uncomplicated, light and preferably of cotton origin. Their design should be very safe for the baby. It is best to remember that babies grow up very fast, especially in the first two years of life and tend to outgrow clothes in next to no time. Even the toys for the baby should be appropriately selected and should be very safe and eminently affordable.

There is no reason whatsoever that the expenses for a little newborn baby should be more than what one would normally need to spend on an adult.

A newborn baby should be such a joy for the entire family, including the extended family. Grandparents would usually dote on the baby. If there are other children, it is important to provide the necessary attention to them as well so that they would not feel neglected. It would prevent sibling rivalry, and the other kids would go on to love the new arrival. All newborn babies are quite a delight and not a burden, and it is definitely their right to be treated as such.

Features

Shouldn’t foreign expert be appointed MD of SLP?

Published

53 mins ago

2026/09/21

Thilina Walpola

by J. A. A. S.R anasinghe,
Productivity Specialist
rathula49@gmail.com

The recent appointment of Vipul Misra, an Indian national, as Acting Chief Executive Officer of Sri Lankan Airlines deserves to be viewed from a much broader perspective than simply as an appointment to a vacant position. In my view, it is a sensible and courageous decision by the Government.

Sri Lankan Airlines is a national asset operating in an intensely competitive international aviation industry. It requires specialised aviation knowledge, commercial acumen, operational discipline and international exposure. According to the report on his appointment, Misra brings more than two decades of aviation engineering and leadership experience, including experience with major Indian carriers such as Air India, Vistara, IndiGo, SpiceJet, Kingfisher Airlines and Air Deccan.

Dr. Sarath Obeysekera, a high-profile CEO and the former Managing Director of Colombo Dockyard PLC contends the appropriateness of filling senior corporate positions of the public sector from foreign nationals, when positions of high-calibre CEOs are not locally available. He says that Sri Lankan Airlines has previously benefited from expatriate professional leadership. During the Emirates management period from 1998 to 2008, British aviation professional Peter Hill led the airline through rebranding, fleet modernisation, network expansion and improvements in service standards.

The airline reported profits during several of those years, although later analysis showed that gains from aircraft sales and leaseback transactions contributed significantly to some results. Nevertheless, the airline was run with greater commercial discipline, clearer accountability and considerably less day-to-day political interference.

Following the end of Emirates management, due to direct intervention by the then President, Sri Lankan Airlines faced turbulent situations and passed through numerous chairmen, chief executives, restructuring proposals, procurement controversies and political interventions while taxpayers continued to carry its debts and losses.

It would be unfair to suggest that every Sri Lankan chairman or CEO was incompetent or corrupt. Sri Lanka has produced many outstanding aviation professionals. The deeper problem has been a governance system in which even capable executives can be weakened by political appointments, interference in commercial decisions, frequent leadership changes and the absence of measurable accountability. He says that the arrival of Indian professional leadership is not limited to aviation.

Colombo Dockyard presents another significant example. Following the acquisition of a controlling interest by India’s state-owned Mazagon Dock Shipbuilders, Capt. Jagmohan was appointed its non-executive chairman. He is a naval architect with extensive experience in warship design, naval dockyards, shipbuilding and major maritime projects. (Mazagon Dock leadership)⁠

This partnership could give Colombo Dockyard access to capital, technology, Indian and international orders, specialised naval work and a much larger supply chain. However, because the Dockyard is an important national maritime asset, success must be measured by the creation of skilled Sri Lankan employment, expansion into commercial and offshore engineering, growth in exports, transfer of technology and development of local managerial successors—not merely by a change of ownership or boardroom nationality.

The rise of Indian professionals should not surprise us. Sundar Pichai leads Alphabet and Google, while Indian-born executives have led several other globally important technology and industrial corporations. India has built an enormous pool of engineers, scientists, accountants and managers through technical education, English-language capability, exposure to large competitive markets and international professional mobility.

India’s formal national ambition is Viksit Bharat 2047—to become a developed nation by the centenary of its independence. The target is 2047 rather than 2040, and its vision specifically combines economic growth, skills, social progress, sustainability and good governance. (Government of India)

The important lesson is that nationality should not be the principal criterion for selecting the person to lead a strategically important State enterprise. Competence should be, according to Dr. Obeysekera. This principle should now be extended to another equally important national institution — the Sri Lanka Ports Authority (SLPA), as this post has fallen vacant and an advertisement has appeared in the newspapers calling for applications from suitable applicants.

The recent discussion surrounding the vacant substantive post of Managing Director of the SLPA, including Dr. Sarath Obeysekera’s call for the appointment of a “developer, not merely an administrator”, raises a fundamental question: Are we looking for someone merely to administer the existing machinery of the Ports Authority, or someone capable of transforming Sri Lanka’s ports into major engines of investment, industry, employment and foreign-exchange earnings?

The distinction is crucial. On the other hand, one should not be over excited for the manner in which foreign nationals are employed not in hundred perhaps in thousands in manual operational activities in heavy industries in Sri Lanka. In the case of Shipbuilding and Construction industries, the deployment of welders and skilled workers have now become a norm rather than an exception.

Sri Lanka possesses enormous maritime advantages. Colombo is strategically located on one of the world’s busiest shipping routes, while Hambantota and Trincomalee offer substantial possibilities for future development. Yet the challenge is no longer simply to operate ports efficiently. The country must develop the ecosystem around them — logistics, ship repair, shipbuilding, offshore services, maritime industries, warehousing, bunkering, technology, investment and related export-oriented activities.

This requires a different type of leadership. The government should therefore consider applying the same bold thinking demonstrated in the Sri Lankan Airlines appointment to the SLPA. If the best person to transform the Ports Authority is a Sri Lankan, appoint that person. If the best candidate is an internationally recognised professional from India, Singapore, Dubai, Europe, Japan or elsewhere, why should nationality become a barrier?

Indeed, the Sri Lanka Ports Authority Act itself provides that the Minister shall appoint a “competent and experienced person” as Managing Director, whose responsibility includes directing the business, exercising the Authority’s functions and controlling its employees. That statutory emphasis on competence and experience should guide the selection.

What Sri Lanka needs is not another appointment based primarily on seniority, institutional familiarity or traditional public-sector credentials. It needs a leader with a proven international track record in port development, maritime logistics, commercialisation, investment attraction and large-scale project execution. Such a person should be given clear targets and held accountable for delivering them.

The appointment of an international professional should not be regarded as an admission of failure on the part of Sri Lankan professionals. On the contrary, it would demonstrate confidence in the principle that Sri Lanka’s national assets deserve the best available talent, wherever that talent may be found.

The government has already demonstrated this new approach through the Sri Lankan Airlines appointment. I respectfully suggest that it should now have the courage to apply the same principle to the Sri Lanka Ports Authority.

Our national assets are too valuable to be confined to a search for talent within national boundaries. The best person for the job should be given the job irrespective of nationality.