Features
Experience as an Advisor to the Government on Productivity Promotion
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 26
History of Productivity Promotion in Sri Lanka
Several events and activities converged, prompting the Ministry of Industrial Development to launch a productivity promotion drive named the National Productivity Year. One was the visit of a team from the Asian Productivity Organisation (APO), who were concerned that productivity promotion was not being actively pursued. They were unhappy that the National Institute of Business Management (NIBM), which was created to qualify for Sri Lanka’s membership in the Asian Productivity Organisation (APO), was no longer productivity-focused. The APO is an inter-governmental body established to reduce the productivity gap between Western countries and the Asia Pacific region countries, led by Japan.
The other event was a pronouncement by the industry/banking veteran, Mr Maxi Prelis, who highlighted that Sri Lanka’s productivity was very low compared with developed and middle-income countries. This was extensively reported in the media.
The NIBM, which was initially known as the Management Development and Productivity Centre (MDPC), was expected to promote productivity nationwide. Very soon, after it changed its name to the National Institute of Management (NIM), it shifted its focus to computer and marketing education, and productivity was largely forgotten. It still remained as the representative of the APO and handled the nominations for APO training programmes. Later, the institution became known as the National Institute of Business Management (NIBM) after an amendment to its Act.
This name change prompted some hilarious comments. One said that as NIM, they hardly had work and were called “Nikang Inna Minissu” (idle people). After the name change to NIBM, they could no longer be idle and were now called “Nikang Inna Beri Minissu. NIBM could not be blamed for focusing on computer and marketing courses, which were the needs of the time and money spinners. They found that this is the best way to meet the new rule of the Finance Ministry, which requires them to earn their own upkeep.
It was natural for them to forget productivity promotion, which was not a money spinner though essential for the country. This is a good example of a penny-wise pound-foolish decision by the government. In many countries in Asia, their National Productivity Organisations (NPOs) are funded by the government and carried out useful work. In fact Singapore at that time claimed that a significant part of GDP growth came from productivity improvement.
Challenging the Ministry’s Productivity Programme
I was continuing my productivity seminars and consultancy and was quite happy with the flexibility I had. Noting the contents of the programme enunciated by the Ministry, and realising that the Ministry was on the wrong track regarding the activities of the National Productivity Year 1996, I wrote an article tracing the history of the productivity movement in Sri Lanka, how it had derailed, and what needed to be done. It was critical of the programme that was formulated. This was published in the Ceylon Daily News.
Early that morning, the Secretary of the Ministry of Industrial Development called me. It was around 6:30 in the morning, after he had read my article. When he introduced himself, I was a little startled. I thought he was going to sue me for the contents of my article. It was far from that. He said, “Why don’t you join us and help us with the National Productivity Year programme without being on the side and criticising our efforts. I met him later in the day, and he offered me LKR 10,000/- a month for three half days a week. I knew this would ruin my own consultancy practice and reduce my earning capacity. Still, I agreed, as it was a national effort. Later on, it became almost a full-time assignment, although I was paid only for three half days.
Later, I was asked to have a chat with the Minister, Hon. C.V. Gooneratne, a very charming and genial personality. I had a long chat and showed him the details of seminars I was conducting under my company, Productivity Techniques (Pvt) Ltd. He showed great interest. My appointment had to be approved by the cabinet. Later, the Minister informed me that some cabinet ministers opposed my appointment because they held the view that I was a UNP man, simply because I had held the Chairmanship of the ETF Board during the UNP era. Apparently, the Minister had defended me, saying that he would take full responsibility. My appointment was approved. This marked the beginning of my journey in promoting productivity across the nation.
Life at the Ministry of Industrial Development
I was asked to report for work on a particular day, only to be told that they had yet to find a place for me in the office and find a table. I worked from home for a week or two using my personal resources. Later, I was given an office and a huge table shaped like a cashew nut. It was the table that Minister G. G. Ponnambalam used when he was the Minister.
I began to understand how government offices worked when I needed some sheets of paper to create drafts. I even signed the requisition form, but the papers were not forthcoming. The peon informed me that my requisition would be fulfilled on the following Thursday, as stationery is issued only on Thursdays to prevent misuse. I didn’t understand the logic. I had no alternative but to go home and bring papers for me to work on.
The next day, I visited the accounts department and reviewed the figures. The electricity cost was enormous, while the cost of stationery was minimal. Still, their system focus was on saving paper and keeping the air-conditioned room doors ajar thereby guzzling kilowatt hours of electricity. None had created a Pareto chart to identify the significant costs; instead, they focused on trivial ones.
I was assigned one staff member, and then another, and we collectively referred to our unit as the National Productivity Secretariat (NPS). This is how the NPS was formed, which now has a staff of over 600. There was a Productivity Steering Committee, which met periodically to provide us with guidance. We commenced a three-pronged approach to promoting productivity. One was a national campaign on mass media with talks on productivity. This was aimed at the general public and followed the method Singapore used so that the concept of getting more with less effort would catch on.
Fortunately, during this time, I learned that the BOI was also preparing a productivity campaign. I insisted that I must see the contents of their campaign so that it would be aligned with our campaign message. I was horrified when the first poster was presented by the advertising agency. It said something like Let’s improve productivity and let us shed one more drop of sweat. This was entirely against what we were promoting, which is that productivity yields more output with less effort. I asked the union member of our Steering Committee, and he totally agreed with my views. BOI decided to drop the campaign.
The second objective was to hold discussions and brief explanatory seminars for CEOs and senior executives of companies, as well as trade unions. We found several misconceptions among the private sector executives. The unions too had misconceptions and a fundamentally flawed view of productivity. The Ministry also took the unions on visits to BOI factories to demonstrate the good working conditions and facilities for the workers. The third strategy was to convince professional organisations, clubs and other non-commercial organisations to promote some activities related to productivity based on their profession.
All these were very successful. An example of the change of attitude of labour unions was seen when they held a conference on productivity. One union even went to the extent of saying that in the current globalised economy, the enemy is not management, but rather the external competitor. They promoted better labour-management relations. Despite this, there was one labour leader who said, “Productivity is bullshit, and labour-management relations should never be encouraged”. He went on to say that the labour must always be against management. There was no way he could be convinced to change his attitude.
The CEOs were taken on a field visit to Ceylon Tobacco Company, which had totally changed its attitude and had become an organisation with industrial harmony. The labour union also made a presentation. They admitted that the management had “opened their eyes” and now all were better off. Even at the end of the visit, there were die-hard CEOs who were sceptical and openly stated that labour could never be trusted.
The programmes for the general public were also well received. There were stories of how even shopkeepers rearranged their shops according to the 5S principles after listening to our radio programmes. I had a personal experience when a retired domestic aide visited us and stayed with us. When I came home after work and opened the fridge, I was surprised to see that everything was neatly arranged. I was informed that this lady came to Colombo from Matara, and the bus had the radio on, playing one of our weekly talks on productivity. The talk focused on the second step of the 5S method. This inspired her to try her hand at arranging based on the 5S method. I was surprised that the bus driver had such a talk on the sound system instead of a deafening blaring noise in the guise of music.
There were also some negative issues that I recall. One day, after a radio talk that went on the air, I was at home when the phone rang, and it was a complaint. “Mr Wijesinha, what you said makes sense, but the Ministry does not practice what you preach, because the large toilet on the Minister’s floor is used as a dump for old and discarded furniture”. I had no answer. I was only an advisor and had no authority to change. The incident occurred after my first monthly staff meeting, chaired by the Minister, when I pointed out that the first thing people see when they enter the Ministry from the Duplication road side is the broken chair of the security guard, with the rattan half removed.
I also pointed out the untidy wires, which were all loosely spread at the front of the building, giving it a very untidy appearance. The Chief Security Officer’s response was that the broken chair was deliberately placed at the gate because if a good chair is used, the security guard will sit on it comfortably and fall asleep. This was accepted, and the broken chair continued for months. That is why I decided to keep my mouth shut.
The Minister became the Productivity Promotion Champion
The Minister quickly learned all the productivity concepts and became familiar with the 5S methodology’s five steps. We had many seminars to promote productivity techniques, and he would always listen to my lecture and take notes. Gradually, he would, in his opening remarks, give my full lecture, leaving my lecture redundant. At least we had one person committed to productivity. Once, he called me to his office and told me, “We are lecturing others on productivity techniques, but why not implement them in the ministry too?”.
Thereafter, we initiated quality circles and 5S initiatives within the Ministry. There was excitement when we announced the inter-department 5S competition. On the day of the 5S audit with external auditors, the Minister also decided to join. He entered the room of an assistant secretary and found the place very disorganised and untidy. The Minister looked at me and said, “Sunil, what do you say in your seminars – is it that a cluttered mind creates a cluttered workplace or the other way round?”.
I didn’t open my mouth, but my popularity in the Ministry was going down a steep slope. Not everyone was enamoured by this new buzz of productivity. The Minister continued to other departments, asking them to open their drawers and looked into cupboards. Some had not taken notice of the competition at all and had not expected the Minister to visit and conduct an audit. A few other departments had performed very well. I recall that the Accounts Department won the contest the first time.
On the Minister’s instructions, we organised a full-day workshop on the progress of all SOEs under the Ministry. While some had implemented productivity techniques to some extent, others were grumbling that they were too busy. In fact, they were busy putting out fires and wasting effort because of low productivity. Some chairmen directly told me that they had enough matters on their plates without having to focus on productivity as well. I disagreed, having experienced the benefits of productivity first-hand, particularly during my tenure as Chairman of the ETF Board.
How the JASTECA 5S award started
The professional associations took the idea up very well. The Institute of Supply Management held its conference on the theme of productivity. The Institute of Dental Specialists also held its conference with a productivity theme, prompting many amused contacts of mine, who inquired about what dental productivity meant. Some even asked whether it represents a ratio of the number of teeth pulled out per hour. The accounting institutes and the Institution of Engineers also implemented some activities.
At that time, I was the Senior Vice President of the Japan Sri Lanka Technical and Cultural Association (JASTECA). At the Ministry, we decided to request that JASTECA hold a 5S competition. I brought this to the next committee meeting of JASTECA, and it was agreed. A great well-wisher and a regular resource person, Mr Taiki Akimoto, who introduced us to 5S in a short one-hour session during one of his seminars on behaviour modelling, had suddenly passed away, the committee decided to organise the competition as the Taiki Akimoto 5S Award. Initially, the award ceremony was organised jointly with the Ministry of Industrial Development.
The next episode will contain other stories I experienced as the advisor on productivity.
by Sunil G Wijesinha
(Consultant on Productivity and Japanese Management Techniques
Retired Chairman/Director of several Listed and Unlisted companies.
Awardee of the APO Regional Award for promoting Productivity in the Asia Pacific Region
Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)
Features
Cyclones, greed and philosophy for a new world order
Further to my earlier letter titled, “Psychology of Greed and Philosophy for a New World Order” (The Island 26.11.2025) it may not be far-fetched to say that the cause of the devastating cyclones that hit Sri Lanka and Indonesia last week could be traced back to human greed. Cyclones of this magnitude are said to be unusual in the equatorial region but, according to experts, the raised sea surface temperatures created the conditions for their occurrence. This is directly due to global warming which is caused by excessive emission of Greenhouse gases due to burning of fossil fuels and other activities. These activities cannot be brought under control as the rich, greedy Western powers do not want to abide by the terms and conditions agreed upon at the Paris Agreement of 2015, as was seen at the COP30 meeting in Brazil recently. Is there hope for third world countries? This is why the Global South must develop a New World Order. For this purpose, the proposed contentment/sufficiency philosophy based on morals like dhana, seela, bhavana, may provide the necessary foundation.
Further, such a philosophy need not be parochial and isolationist. It may not be necessary to adopt systems that existed in the past that suited the times but develop a system that would be practical and also pragmatic in the context of the modern world.
It must be reiterated that without controlling the force of collective greed the present destructive socioeconomic system cannot be changed. Hence the need for a philosophy that incorporates the means of controlling greed. Dhana, seela, bhavana may suit Sri Lanka and most of the East which, as mentioned in my earlier letter, share a similar philosophical heritage. The rest of the world also may have to adopt a contentment / sufficiency philosophy with strong and effective tenets that suit their culture, to bring under control the evil of greed. If not, there is no hope for the existence of the world. Global warming will destroy it with cyclones, forest fires, droughts, floods, crop failure and famine.
Leading economists had commented on the damaging effect of greed on the economy while philosophers, ancient as well as modern, had spoken about its degenerating influence on the inborn human morals. Ancient philosophers like Plato, Aristotle, and Epicurus all spoke about greed, viewing it as a destructive force that hindered a good life. They believed greed was rooted in personal immorality and prevented individuals from achieving true happiness by focusing on endless material accumulation rather than the limited wealth needed for natural needs.
Jeffry Sachs argues that greed is a destructive force that undermines social and environmental well-being, citing it as a major driver of climate change and economic inequality, referencing the ideas of Adam Smith, John Maynard Keynes, etc. Joseph Stiglitz, a Nobel Laureate economist, has criticised neoliberal ideology in similar terms.
In my earlier letter, I have discussed how contentment / sufficiency philosophy could effectively transform the socioeconomic system to one that prioritises collective well-being and sufficiency over rampant consumerism and greed, potentially leading to more sustainable economic models.
Obviously, these changes cannot be brought about without a change of attitude, morals and commitment of the rulers and the government. This cannot be achieved without a mass movement; people must realise the need for change. Such a movement would need leadership. In this regard a critical responsibility lies with the educated middle class. It is they who must give leadership to the movement that would have the goal of getting rid of the evil of excessive greed. It is they who must educate the entire nation about the need for these changes.
The middle class would be the vanguard of change. It is the middle class that has the capacity to bring about change. It is the middle class that perform as a vibrant component of the society for political stability. It is the group which supplies political philosophy, ideology, movements, guidance and leaders for the rest of the society. The poor, who are the majority, need the political wisdom and leadership of the middle class.
Further, the middle class is the font of culture, creativity, literature, art and music. Thinkers, writers, artistes, musicians are fostered by the middle class. Cultural activity of the middle class could pervade down to the poor groups and have an effect on their cultural development as well. Similarly, education of a country depends on how educated the middle class is. It is the responsibility of the middle class to provide education to the poor people.
Most importantly, the morals of a society are imbued in the middle class and it is they who foster them. As morals are crucial in the battle against greed, the middle class assume greater credentials to spearhead the movement against greed and bring in sustainable development and growth. Contentment sufficiency philosophy, based on morals, would form the strong foundation necessary for achieving the goal of a new world order. Thus, it is seen that the middle class is eminently suitable to be the vehicle that could adopt and disseminate a contentment/ sufficiency philosophy and lead the movement against the evil neo-liberal system that is destroying the world.
The Global South, which comprises the majority of the world’s poor, may have to realise, before it is too late, that it is they who are the most vulnerable to climate change though they may not be the greatest offenders who cause it. Yet, if they are to survive, they must get together and help each other to achieve self-sufficiency in the essential needs, like food, energy and medicine. Trade must not be via exploitative and weaponised currency but by means of a barter system, based on purchase power parity (PPP). The union of these countries could be an expansion of organisations,like BRICS, ASEAN, SCO, AU, etc., which already have the trade and financial arrangements though in a rudimentary state but with great potential, if only they could sort out their bilateral issues and work towards a Global South which is neither rich nor poor but sufficient, contented and safe, a lesson to the Global North. China, India and South Africa must play the lead role in this venture. They would need the support of a strong philosophy that has the capacity to fight the evil of greed, for they cannot achieve these goals if fettered by greed. The proposed contentment / sufficient philosophy would form a strong philosophical foundation for the Global South, to unite, fight greed and develop a new world order which, above all, will make it safe for life.
by Prof. N. A. de S. Amaratunga
PHD, DSc, DLITT
Features
SINHARAJA: The Living Cathedral of Sri Lanka’s Rainforest Heritage
When Senior biodiversity scientist Vimukthi Weeratunga speaks of Sinharaja, his voice carries the weight of four decades spent beneath its dripping emerald canopy. To him, Sri Lanka’s last great rainforest is not merely a protected area—it is “a cathedral of life,” a sanctuary where evolution whispers through every leaf, stream and shadow.
“Sinharaja is the largest and most precious tropical rainforest we have,” Weeratunga said.
“Sixty to seventy percent of the plants and animals found here exist nowhere else on Earth. This forest is the heart of endemic biodiversity in Sri Lanka.”
A Magnet for the World’s Naturalists
Sinharaja’s allure lies not in charismatic megafauna but in the world of the small and extraordinary—tiny, jewel-toned frogs; iridescent butterflies; shy serpents; and canopy birds whose songs drift like threads of silver through the mist.
“You must walk slowly in Sinharaja,” Weeratunga smiled.
“Its beauty reveals itself only to those who are patient and observant.”
For global travellers fascinated by natural history, Sinharaja remains a top draw. Nearly 90% of nature-focused visitors to Sri Lanka place Sinharaja at the top of their itinerary, generating a deep economic pulse for surrounding communities.
A Forest Etched in History
Centuries before conservationists championed its cause, Sinharaja captured the imagination of explorers and scholars. British and Dutch botanists, venturing into the island’s interior from the 17th century onward, mapped streams, documented rare orchids, and penned some of the earliest scientific records of Sri Lanka’s natural heritage.
These chronicles now form the backbone of our understanding of the island’s unique ecology.
The Great Forest War: Saving Sinharaja
But Sinharaja nearly vanished.
In the 1970s, the government—guided by a timber-driven development mindset—greenlit a Canadian-assisted logging project. Forests around Sinharaja fell first; then, the chainsaws approached the ancient core.
“There was very little scientific data to counter the felling,” Weeratunga recalled.
- Poppie’s shrub frog
- Endemic Scimitar babblers
- Blue Magpie
“But people knew instinctively this was a national treasure.”
The public responded with one of the greatest environmental uprisings in Sri Lankan history. Conservation icons Thilo Hoffmann and Neluwe Gunananda Thera led a national movement. After seven tense years, the new government of 1977 halted the project.
What followed was a scientific renaissance. Leading researchers—including Prof. Savithri Gunathilake and Prof. Nimal Gunathilaka, Prof. Sarath Kottagama, and others—descended into the depths of Sinharaja, documenting every possible facet of its biodiversity.
“Those studies paved the way for Sinharaja to become Sri Lanka’s very first natural World Heritage Site,” Weeratunga noted proudly.
- Vimukthi
- Nadika
- Janaka
A Book Woven From 30 Years of Field Wisdom
For Weeratunga, Sinharaja is more than academic terrain—it is home. Since joining the Forest Department in 1985 as a young researcher, he has trekked, photographed, documented and celebrated its secrets.
Now, decades later, he joins Dr. Thilak Jayaratne, the late Dr. Janaka Gallangoda, and Nadika Hapuarachchi in producing, what he calls, the most comprehensive book ever written on Sinharaja.
“This will be the first major publication on Sinharaja since the early 1980s,” he said.
“It covers ecology, history, flora, fauna—and includes rare photographs taken over nearly 30 years.”
Some images were captured after weeks of waiting. Others after years—like the mysterious mass-flowering episodes where clusters of forest giants bloom in synchrony, or the delicate jewels of the understory: tiny jumping spiders, elusive amphibians, and canopy dwellers glimpsed only once in a lifetime.
The book even includes underwater photography from Sinharaja’s crystal-clear streams—worlds unseen by most visitors.
A Tribute to a Departed Friend
Halfway through the project, tragedy struck: co-author Dr. Janaka Gallangoda passed away.
“We stopped the project for a while,” Weeratunga said quietly.
“But Dr. Thilak Jayaratne reminded us that Janaka lived for this forest. So we completed the book in his memory. One of our authors now watches over Sinharaja from above.”
An Invitation to the Public
A special exhibition, showcasing highlights from the book, will be held on 13–14 December, 2025, in Colombo.
“We cannot show Sinharaja in one gallery,” he laughed.
“But we can show a single drop of its beauty—enough to spark curiosity.”
A Forest That Must Endure
What makes the book special, he emphasises, is its accessibility.
“We wrote it in simple, clear language—no heavy jargon—so that everyone can understand why Sinharaja is irreplaceable,” Weeratunga said.
“If people know its value, they will protect it.”
To him, Sinharaja is more than a rainforest.
It is Sri Lanka’s living heritage.
A sanctuary of evolution.
A sacred, breathing cathedral that must endure for generations to come.
By Ifham Nizam
Features
How Knuckles was sold out
Leaked RTI Files Reveal Conflicting Approvals, Missing Assessments, and Silent Officials
“This Was Not Mismanagement — It Was a Structured Failure”— CEJ’s Dilena Pathragoda
An investigation, backed by newly released Right to Information (RTI) files, exposes a troubling sequence of events in which multiple state agencies appear to have enabled — or quietly tolerated — unauthorised road construction inside the Knuckles Conservation Forest, a UNESCO World Heritage site.
At the centre of the unfolding scandal is a trail of contradictory letters, unexplained delays, unsigned inspection reports, and sudden reversals by key government offices.
“What these documents show is not confusion or oversight. It is a structured failure,” said Dilena Pathragoda, Executive Director of the Centre for Environmental Justice (CEJ), who has been analysing the leaked records.
“Officials knew the legal requirements. They ignored them. They knew the ecological risks. They dismissed them. The evidence points to a deliberate weakening of safeguards meant to protect one of Sri Lanka’s most fragile ecosystems.”
A Paper Trail of Contradictions
RTI disclosures obtained by activists reveal:
Approvals issued before mandatory field inspections were carried out
Three departments claiming they “did not authorise” the same section of the road
A suspiciously backdated letter clearing a segment already under construction
Internal memos flagging “missing evaluation data” that were never addressed
“No-objection” notes do not hold any legal weight for work inside protected areas, experts say.
One senior officer’s signature appears on two letters with opposing conclusions, sent just three weeks apart — a discrepancy that has raised serious questions within the conservation community.
“This is the kind of documentation that usually surfaces only after damage is done,” Pathragoda said. “It shows a chain of administrative behaviour designed to delay scrutiny until the bulldozers moved in.”
The Silence of the Agencies
Perhaps, more alarming is the behaviour of the regulatory bodies.
Multiple departments — including those legally mandated to halt unauthorised work — acknowledged concerns in internal exchanges but issued no public warnings, took no enforcement action, and allowed machinery to continue operating.
“That silence is the real red flag,” Pathragoda noted.
“Silence is rarely accidental in cases like this. Silence protects someone.”
On the Ground: Damage Already Visible
Independent field teams report:
Fresh erosion scars on steep slopes
Sediment-laden water in downstream streams
Disturbed buffer zones
Workers claiming that they were instructed to “complete the section quickly”
Satellite images from the past two months show accelerated clearing around the contested route.
Environmental experts warn that once the hydrology of the Knuckles slopes is altered, the consequences could be irreversible.
CEJ: “Name Every Official Involved”
CEJ is preparing a formal complaint demanding a multi-agency investigation.
Pathragoda insists that responsibility must be traced along the entire chain — from field officers to approving authorities.
“Every signature, every omission, every backdated approval must be examined,” she said.
“If laws were violated, then prosecutions must follow. Not warnings. Not transfers. Prosecutions.”
A Scandal Still Unfolding
More RTI documents are expected to come out next week, including internal audits and communication logs that could deepen the crisis for several agencies.
As the paper trail widens, one thing is increasingly clear: what happened in Knuckles is not an isolated act — it is an institutional failure, executed quietly, and revealed only because citizens insisted on answers.
by Ifham Nizam
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