Features
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 41
Pioneering the Introduction of Japanese Management to Sri Lanka – Part 3
How Japanese 5S changed the way we worked
Today, the term 5S is familiar to thousands of managers, engineers and shop-floor employees across Sri Lanka. It has become the starting point for quality improvement in factories, banks, hospitals and offices. Yet when I first encountered it more than thirty years ago, hardly anyone in Sri Lanka had even heard of the concept—including myself.
Looking back, I find it remarkable that what first appeared to be a simple housekeeping exercise eventually became one of the most influential management techniques introduced to our country. For me, the journey was not merely about teaching people to tidy their workplaces. It was about changing attitudes, encouraging discipline and demonstrating that continuous improvement begins with small, everyday habits.
My first encounter with 5S
Ironically, during my training programme in Japan in 1980, 5S was never mentioned. Perhaps the concept had not yet become institutionalised in the way it is today.
My first introduction came much later at a seminar in Colombo conducted by the late Mr Taiki Akimoto, a Japanese expert who was then advising Midaya Ceramics. I was coordinating his visit through the Japan Sri Lanka Technical and Cultural Association (JASTECA), where I served as Vice-President responsible for seminars.
Amongst other topics, Mr Akimoto devoted about an hour to explain what he called the 4S–5S concept. His presentation was simple and practical, but it lacked the scientific foundation that we now associate with 5S. Many participants left unconvinced. Several remarked that there was “nothing new” because they already cleaned their desks every day or had janitorial help to do it.
I was not entirely satisfied either. That evening I questioned Mr Akimoto extensively, hoping to understand the philosophy behind the method. Although our discussion clarified a few points, I still felt there was far more to learn. Little did I know that this brief introduction would eventually shape a significant part of my professional life.
Three videos that changed my thinking
The turning point came when I was selected to lead a delegation of Sri Lankan garment industry executives on a two-week management programme in Japan organised by the Association for Overseas Technical Scholarship (AOTS), an organisation supported by Japan’s Ministry of International Trade and Industry (MITI), one of the principal architects of Japan’s post-war economic miracle.
The programme was conducted at the Tokyo Kenshu Centre, which combined classrooms, residential facilities and an excellent video library. Every evening, while many participants relaxed after class, I headed for the basement library to study Japanese management techniques.
Among the many resources available, three instructional videos on the modern 5S system caught my attention. I watched them repeatedly. Each viewing revealed something I had missed before.
For the first time I understood that 5S was far more than cleanliness. It was a carefully designed management system that improved efficiency reduced waste, enhanced safety and laid the foundation for continuous improvement. Suddenly Mr Akimoto’s earlier presentation made much more sense.
Seeing 5S in practice
The organisers had arranged a factory visit where we would see 5S in operation. I realised, however, that most members of our delegation still had little idea what they were about to observe.
I suggested that we arrive at the classroom thirty minutes early on two days so that everyone could watch the introductory videos before leaving for the factory. The proposal was not greeted enthusiastically. Some participants grumbled about sacrificing part of their morning free time.
Fortunately, most agreed to come. We watched two of the videos in the classroom and the third while travelling by bus on a factory visit. The difference was remarkable. Instead of merely looking at tidy workplaces, we now understood why each of the five steps mattered. We could appreciate the logic behind systematic organisation, visual management and workplace discipline. The factory visit thereafter became a learning experience rather than a sightseeing tour.
We pooled our money to purchase the three videos and the accompanying training manual so that we could introduce the concept in our own organisations. By the time we returned to Sri Lanka, enthusiasm for 5S was running high
Putting theory into practice
I decided to begin at the Employees’ Trust Fund (ETF) Board, where I was serving as Chairman. Rather than attempting everything at once, I introduced 5S step by step. We first concentrated on improving our filing system. Friendly competitions were organised to measure how quickly files could be retrieved, demonstrating that good organisation was not merely cosmetic but also improved efficiency.
The early results were encouraging. Naturally, not everyone welcomed the initiative. Every organisation has its sceptics, and ours was no exception. When we organised a voluntary office-cleaning programme on a Saturday, only about half the staff attended. Even my own personal secretary decided to stay away. I, too, spent the day cleaning and organising my own office before walking through every department to see how the work was progressing.
The discoveries were fascinating. Drawers contained years-old greeting cards, empty cake boxes, obsolete files and countless items that nobody had looked at for years. As cupboards and desks were emptied, employees suddenly rediscovered documents and personal belongings they had been searching for months. Some literally shouted with delight when long-lost items reappeared.
Desks were sandpapered and polished. Cupboards were reorganised. Unnecessary clutter disappeared. By the end of the day, the office looked like a completely different workplace.
The real surprise came on Monday morning. Those who had chosen not to attend the voluntary clean-up were astonished. They could hardly believe they were walking into the same office. The transformation was so dramatic that a group of employees came to my office to apologise for dismissing the exercise and boycotting the programme. From that day onwards, resistance virtually disappeared. Employees became enthusiastic participants rather than reluctant followers.
The change went beyond cleanliness. Staff brought potted plants from home, made attractive plant holders and took pride in decorating their own workspaces. People no longer regarded the office as merely a place to earn a salary; they began to treat it as their own workplace.
Ironically, a left-wing newspaper criticised us for supposedly wasting ETF funds on unnecessary decorations. In reality, almost everything had been brought from employees’ homes at no cost to the organisation. The staff prepared a reply explaining the facts, but unfortunately it was never published.
Perhaps the greatest proof of 5S’s effectiveness came in an unexpected way. Soon after I assumed office, a request landed on my desk seeking approval to purchase ten new steel filing cabinets. After our 5S exercise and the disposal of obsolete records and unnecessary materials, we discovered that we had around twenty empty cabinets already available. Instead of buying more storage, we had created an abundance of it simply by removing waste.
That was one of my earliest lessons in productivity: before spending money, eliminate unnecessary work and unnecessary possessions.
Discipline must begin at the top
Once the initial enthusiasm had taken root, I realised that maintaining standards required consistent leadership. Like any worthwhile management practice, 5S could not be launched with fanfare and then forgotten.
I regularly walked through the departments, not to find fault, but to reinforce the importance of maintaining standards. Occasionally I would notice a dusty table or a neglected work area. On one such occasion I issued a warning letter to an officer whose desk had clearly been neglected.
Many years later, after I had left the ETF Board, I visited the Ministry of Labour for an official meeting. An officer, by then heading a division at ETF, greeted me warmly in the building lobby. “Sir,” he said with a smile, “I still have the letter you gave me.” At first I could not remember what he was referring to. Then he reminded me of the warning letter about the dust on his desk and how I issued him a warning letter.
Fortunately, he had taken it in the spirit in which it had been intended. Rather than resenting it, he regarded it as an important lesson in personal discipline. It was a reminder that management is not only about making popular decisions. Sometimes small acts of firmness produce lasting benefits.
When employees take ownership
To sustain interest, we organised friendly competitions between divisions. Initially these focused on measurable improvements such as file retrieval times. Later they covered broader aspects of workplace organisation. Rather than publicly praising only the winners, I announced both the best-performing and the weakest divisions. No one wished to appear at the bottom of the list.
On one occasion, a division finished last. The employees came to see me, visibly disappointed. They explained that their divisional head, who was approaching retirement, had little interest in introducing new practices and therefore gave 5S very low priority.
The staff, however, was determined not to suffer another public embarrassment. Without waiting for instructions, they organised themselves, improved their workplace and worked systematically to raise standards. The following competition produced a remarkable result. The same division that had finished last came first this time.
That experience reinforced another important management lesson. Genuine improvement occurs when employees themselves accept responsibility. No amount of direction from senior management can substitute for personal ownership.
A lesson I never forgot
Perhaps the most touching experience occurred nearly 15 years after I had left the ETF Board. I had attended a meeting at the Ministry of Labour, which occupied the same building as the ETF. Afterwards I telephoned my driver who had dropped me at the meeting and gone on another errand, only to discover that he was trapped in heavy traffic caused by a protest march. Rather than wait indefinitely, I decided to walk home – a journey of almost an hour.
As I stood outside speaking on the telephone, a man nearby overheard the conversation. He suddenly disappeared into the building without saying a word. A few minutes later he returned with an ETF vehicle. He explained that he was one of the ETF drivers. After obtaining permission from his superiors, he wanted to take me home.
Curious, I asked why he had gone to so much trouble. His reply has stayed with me ever since. “Sir,” he said, “the 5S you introduced helped me not only at work but also at home. My house became more organised. I even taught my children the system. When I saw you standing here without transport, I felt this was my opportunity to repay, in a small way, what I had learned from you.” His words moved me deeply.
At that moment I realised that 5S was never merely about clean desks or tidy cupboards. Its real purpose was to cultivate habits of order, discipline and respect that extend far beyond the workplace. When people internalise those values, they influence families, communities and future generations.
That brief journey home remains one of the most rewarding moments of my career—not because of the lift itself, but because it demonstrated that a management philosophy had genuinely changed someone’s life.
Taking 5S to the nation
My work with 5S did not end at the ETF Board. Following the change of Government, I left the organisation and established my own management consultancy. One of the first seminars I offered was on 5S, at a time when the concept was still largely unknown in Sri Lanka.
An incident after one of those early seminars convinced me that the message had struck home. Late that evening after the seminar, just as I was about to retire for the night, the telephone rang. It was the wife of a participant whom I knew well.
“What on earth did you teach my husband today?” she demanded, only half joking. “He has come home, thrown away clothes he hasn’t worn for years, rearranged every cupboard in the house and insists that everything must now have its proper place. He is a changed man!”
I could not have wished for a better compliment. It demonstrated that 5S was influencing behaviour, not merely workplace routines. On another occasion, the Chairman of a large company telephoned me after sending several managers to my seminar.
“We regularly send our staff for training,” he said, “but this is the first seminar after which they came back and immediately started implementing what they had learned.” For any trainer, there is no greater satisfaction than seeing ideas translated into action.
From a company initiative to a national movement
Later, when I was appointed Adviser to the Ministry of Industrial Development, I had an opportunity to promote productivity improvement on a much wider scale. Through radio and television programmes, seminars and national awareness campaigns, we encouraged organisations to adopt modern Japanese management practices.
As part of the Ministry’s Ten-Year Productivity Development Plan, different professional organisations were encouraged to champion specific productivity-related subjects. Naturally, JASTECA chose to promote 5S.
By then, the late Mr Taiki Akimoto had become widely recognised as one of the pioneers who introduced Japanese management concepts to Sri Lanka. In recognition of his contribution, JASTECA decided to name its annual competition the Taiki Akimoto 5S Award.

A well-organised drawer according to the 5S principles, easy to see, easy to take out, easy to return
I was privileged to develop much of the evaluation criteria for the competition. It is gratifying to know that many of those principles have continued, with suitable refinements, over the years. Our framework was even adopted by the AOTS Alumni Association in Tamil Nadu, and I was subsequently invited to India on several occasions as Chief Guest, Keynote Speaker and resource person. Similar invitations later took me to Pakistan and to Cochin and Coimbatore, where I conducted seminars for the Confederation of Indian Industry. Looking back, it was satisfying to see an idea that had taken root in Sri Lanka spreading beyond our shores.
Raising the bar
An interesting challenge arose after the Taiki Akimoto 5S Award had been conducted for several years. One outstanding company won the competition twice in succession and was clearly on course to win for a third time. Before announcing the results, the Japanese chief assessor posed a thoughtful question.
Should a company that had already demonstrated excellence continue competing at the same level? His view was that once an organisation had mastered 5S, it should move on to higher levels of organisational excellence rather than repeatedly competing against newcomers. That discussion led to the creation of a new national recognition—the Kaizen Award.
Unlike the 5S Award, the Kaizen Award recognised organisations that had successfully integrated several Japanese management techniques, including Quality Circles, Kaizen Suggestion Schemes, Total Productive Maintenance (TPM), Poka-Yoke, Hoshin Kanri and other continuous improvement practices. The award acknowledged organisations that had progressed beyond workplace organisation to build a comprehensive culture of continuous improvement.
Following the passing of Mr Nagaaki Yamamoto, Director General of AOTS and a close friend of JASTECA, the award was appropriately renamed the Nagaaki Yamamoto Kaizen Award. Today many people are familiar with these awards, but very few know how they evolved. Having been closely involved in their creation, I consider it important that this small piece of management history be preserved.
Leadership makes the difference
Over the years I introduced 5S in numerous organisations, including later appointments at the Merchant Bank of Sri Lanka and Dankotuwa Porcelain, experiences that I have described in earlier chapters. Some organisations achieved remarkable success. Others enjoyed an enthusiastic beginning but gradually lost momentum. The difference was seldom the technique itself. Almost invariably, the determining factor was leadership.
Where senior management demonstrated commitment, practised what they preached and consistently reinforced standards, 5S flourished. Where leaders regarded it as a short-term campaign rather than a long-term philosophy, enthusiasm gradually faded.
Among the many organisations I worked with, the MAS Group stands out as one of the finest examples of sustained success. The vision of Mr Mahesh Amalean and the commitment shown by the leadership team of the first MAS factory at Pannala ensured that 5S became part of the organisational culture rather than another management programme.
That experience confirmed what I have observed throughout my career: management techniques do not transform organisations—leaders do.
Looking back
When I first heard Mr Taiki Akimoto speak about 5S, I could never have imagined the journey that lay ahead. What began as a brief seminar eventually became a lifelong commitment to promoting Japanese management philosophy in Sri Lanka.
Looking back over more than four decades, I realise that 5S was never simply about sweeping floors, arranging files or keeping tidy desks. It was about cultivating discipline, eliminating waste, respecting the workplace and developing habits of continuous improvement. Those values influence not only organisations but also families and communities.
If I have made any lasting contribution to Sri Lankan management, helping to popularise 5S is one of the achievements that gives me the greatest satisfaction. Today, the philosophy has become part of the vocabulary of Sri Lankan industry and services, and many organisations have developed it far beyond what we envisaged in those early years. That, I believe, is exactly how progress should occur. Each generation should build on the work of those who came before it.
In my next article, I shall move away from Japanese management techniques and recount some of the fascinating experiences—and occasionally difficult dilemmas—I encountered while serving on the boards of several organisations.
(Sunil G. Wijesinha is a Consultant on Productivity and Japanese Management Techniques Former Chairman / Director of several listed and unlisted companies
Recipient 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 – Government of Japan He can be reached through email: bizex.seminarsandconsulting@gmail.com)
By Sunil G. Wijesinha
Features
The 22nd Amendment, constitutional recovery and illiberal slippage
by Dinesha Samararatne
Professor, Dept. of Public & International Law, Faculty of Law of the University of Colombo
and was an independent member of Sri Lanka’s Constitutional Council (Jan. 2023 to Jan. 2026).
Sri Lanka’s political transition in 2024 was widely regarded as restoration of democracy, a reversal of authoritarian rule and an opportunity for constitutional recovery. The 22nd Amendment is the first constitutional amendment since this turning point. It 1) extends the age of retirement of the judges of the superior courts by two years, 2) expands the number of judges in the Court of Appeal by 4, and 3) introduces a cap of 6 years on the term of a Chief Justice. The expansion of the Court of Appeal is meant to facilitate the Court sitting outside of Colombo.
This Amendment is a stress-test on Sri Lanka’s democratic restoration as well as constitutional recovery. This Bill was published in the Gazette along with a proposed amendment to the Judicature Act of 1978, which sought to extend the age of retirement for the lower judiciary and to increase the number of judges of the High Court by 10. The enactment of the Amendment coincides with the completion of two years of this Government. Here, I offer a brief assessment of some of the key policy and constitutional issues involved.
Democratic Transition and Constitutional Recovery
There were many signs of a new lease of political life in Sri Lanka following the presidential election in 2024. Many politicians (of a certain kind) who sensed the change chose to not even contest the parliamentary elections. An Inspector General of Police (whose appointment itself was, at the time, under challenge) was impeached, and the political discourse seems to shift towards more democracy, transparency and accountability. The vigilance of the engaged citizen (as opposed to the mere voter) was evident in the pushback which led to the resignation of a Speaker as well as a Minister.
Some may say that these changes were too little and too late. After all, the Online Safety Act and the Prevention of Terrorism Act remain on our law books and we are still governed by an Executive President. Some others may argue that these are signs of a significant paradigm shift that is underway. Since 2025, the number of investigations, prosecutions and convictions related to bribery and corruption has been unprecedented, the President’s Fund is being accessed by people on the basis of financial need and there seems to be a change in the political culture. Whether these changes may be consolidated, it is too early to tell.
Policy and the 22nd Amendment
The 22nd Amendment to our Constitution suggests that political tactics familiar to the old order of things (to the extent that that order is in our past), are re-emerging. A proposal for a constitutional amendment which is piece-meal (with no convincing explanation for its selectivity), is published in the gazette without public consultation – not even consultations with relevant professional bodies – and is enacted without bi-partisan consensus. A recent example of a similar approach is the expansion of the number of judges in the Supreme Court and Court of Appeal by way of amendments at the Committee Stage of the 20th Amendment in 2020, with no transparency or consultation and with political justification post-Amendment. Many questions arise and remain unanswered. Among the many issues that plague our courts, on what basis were these issues prioritised for reform? As in the past, the process has been opaque and rushed. In turn this has led to polarised debates which carry the risk of compromising the confidence in the Government.
Laws delays, one of the stated concerns that the 22nd Amendment seeks to address, is at crisis levels in Sri Lanka. It is certainly a concern for citizens but it is a concern along with the extremely weak mechanism for legal aid, the lack of accessibility of court procedures and the difficulties we face for instance at a police station. We have a right to know why amidst all these serious and ubiquitous issues, the government prioritised constitutional reform in this selective manner. Constitutional reform must demonstrate a compelling link between the aspirations of the people for democracy, for human dignity and the flourishing of life. If the plight or aspirations of people are weaponised by political forces or elected representatives, we carry the burden of calling that out.
My own view is that a review of the age of retirement of judges is long overdue, but whether and how it ought to apply to sitting judges, carries the real or perceived risk of undermining the independence of the judiciary. Moreover, that is certainly not the only reform that is long overdue. The minimum criteria for the appointment of a judge to our superior courts is governed by convention (sometimes in the breach), not by law. In fact, the law does not lay down any criteria for appointment to our superior courts despite the Court’s assertion in its Determination on the 22nd Amendment bill that judges are appointed on merit, ‘competence and ability to work hard’ (p 87). While procedures and mechanisms are in place for disciplinary measures for the judiciary of lower courts, there is no such mechanism for the superior courts. The rules of the Constitutional Council (a matter that has been disputed in litigation) do not provide guidance on the process to be adopted for approval /disapproval of nominations made by the President to these courts. There is no judicial review of legislation in Sri Lanka. In fact, we are governed under a constitution that provides for the enactment of constitutional amendments or law reform that are inconsistent with the Constitution (with approval at a referendum). These are some aspects that require review and discussion in relation to the further improvement of the judicial branch of the state in Sri Lanka. Many of us consider these reforms not just important but also urgent.
Special Determinations and their Scope
Generally, after a Bill is placed in the Order Paper of Parliament, any citizen may challenge it before the Supreme Court and the Court communicates its determination to the President and to the Speaker within three weeks (Article 121). When a Bill proposes to amend the Constitution, it requires approval by 2/3 absolute majority in Parliament. Therefore, if a Bill is challenged, the Court has to determine whether it also requires approval by the people at a referendum. The approval of the people is required if the Court determines that the Bill or any of its clauses is inconsistent with the entrenched clauses of our Constitution listed in Article 83. There are 10 entrenched clauses in our Constitution including the clause on Buddhism and freedom from torture. These clauses may only be amended with 2/3 in Parliament and approval by the People.
The presentation of the Bill and proceedings before Court is a reminder, yet again, of the sheer inadequacy of the manner in which the Constitution is amended or how we engage in law reform. Within a matter of three weeks, the Supreme Court is required to exercise its ‘pre-enactment’ judicial review. In this case, 65 petitioners rushed to Court to challenge the 22A bill and eight others the amendment to the Judicature Act. The hearings are conducted under severe time-pressure, including, in this instance, without a right of reply for the petitioners to the submissions by the Attorney-General. In the proceedings related to pre-enactment review, I cannot help but notice the irony of the process. At least in theory, the Attorney-General is the guardian of the Constitution and, therefore, is required to act in trust, for the benefit of the People. In these hearings, however, the Attorney-General, by and large, presents and defends the policies of the government. In theory, the government represents the people. The petitioners, too, bring to Court the concerns of the people (to the extent that they are presented by the petitioners) through counsel who often appear pro-bono for them. One possible way out of this dilemma is to consider a possibility for the Attorney-General to participate in these proceedings on the basis of the Constitution and for the government to retain its own counsel to make submissions defending its policies.
Two Constitutional Issues
The Court was faced with two constitutional questions in hearing these petitions. First, whether the petitions required the full court to hear and determine the matter since the Bill involved the retirement age of the sitting judges as well. Second, the Court had to determine whether the proposed amendment had a negative impact on judicial independence, whether judicial independence was an aspect of the entrenched clauses of our Constitution and if both those questions were answered in the affirmative, whether the Bill required approval at a referendum. Previously, the Court has determined that in reviewing a Bill, Court will not inquire into the desirability of the proposed reform but limit itself to determining whether any clauses of a Bill are inconsistent with the entrenched clauses of Constitution and would therefore require approval by the people at a referendum.
Constituting the Bench
In the Supreme Court, benches ordinarily comprise three judges, and the Chief Justice is vested with discretion to constitute larger benches of five or more judges (Article 132). In ‘the opinion of the Chief Justice’ the question involved must be one of ‘general and public importance’. The decision to constitute a larger bench may be the Chief Justice’s decision, or on the request of at least two of the judges hearing the matter or at the request of a petitioner. In the Dissolution case (2018) the Chief Justice himself constituted a Bench of seven judges.
The Chief Justice had constituted a Bench of five judges to hear this matter, of different years of seniority in the Court. Court rejected the request for a full bench on the basis that the Bench did not have a conflict of interest and that a five-judge Bench was the appropriate use of the resources of the Court, particularly in light of the fact that the Court was due to hear petitions regarding another bill at the same time. For the first time, the Court comments on the administrative functions of the Chief Justice, the difficulties in case management under resource constraints and the internal procedures of a bench when dealing with a Special Determination. Ironically, this reminds us that for several months, the vacancies in the Supreme Court and the Court of Appeal have remained while the President and the Government claim that they are committed to addressing laws delays.
Even if the Court had taken the view that there was a conflict of interest, as a matter of necessity, the Court had to make a determination on this Bill. The Court, in its wisdom, determined that a five-judge bench was constitutionally adequate. Yet, it could be argued, that in this context, a full bench or a fuller bench, would have satisfied all concerned that the Court had taken the maximum measures it could, to avoid any perceptions of a conflict of interest. That interest of the Court and of our constitutional system, arguably is constitutionally more important than ensuring efficiency in case-management.
The Bill and Independence of the Judiciary
The independence of the judiciary includes the following dimensions: personal and institutional; negative and positive; the actual and the perceived; and procedural and substantive. These dimensions require a principled assessment as well as a situated or contextual assessment.
‘Independence of the Judiciary’ is explicitly mentioned only twice in our Constitution: in the preamble, as part of our ‘intangible heritage’ which ‘guarantees’ our dignity and well-being and as the sub-heading for chapter XV of the Constitution. The independence of the judiciary, as part of our intangible heritage, has to be understood as a foundational constitutional concept and as a constitutional principle. In its operationalisation, the concept and the principle have to be interpreted and applied in context. This is where the contestations on the 22nd Amendment come alive. None of the entrenched clauses directly refers to the independence of the judiciary. However, in its recent jurisprudence, the Court has held that the independence of the judiciary has to be read into Article 3 of our Constitution, which is entrenched. Article 3 states that ‘sovereignty is in the People and is inalienable’ and further that our sovereignty includes ‘powers of government, fundamental rights and the franchise.’ In this Determination, Court endorses this interpretation.
The Court rightly notes that matters of policy are not reviewable by court except if such policies are vague or manifestly unreasonable. The Court determines that petitioners were wrong to argue that the extension of the age of retirement of the judiciary was an encroachment on the independence of the judiciary. Notably, the Court does not explain the independence of the judiciary as a constitutional concept except to note that the Constitution ‘guarantees that Judges will be able to make decisions free of influence and based only on relevant facts and law.’ (p 74). The Court further notes that while a reduction of the term or a reduction in the salaries of judges would undermine judicial independence, the increase of salaries of judges could hardly be considered as impacting judicial independence.
The Court considered several comparative examples in considering whether or not the extension of the age of retirement has been determined to have undermined the independence of the judiciary elsewhere. However, in each of those examples the broader constitutional context has a material bearing on the conclusions reached. In India, the selection of judges for appointment is through the Collegium System which comprises the judiciary. In the UK, the age of retirement was raised after extensive consultation between July – October 2020. As reported by the UK government, 1004 responses were received from the judiciary, the legal profession and other stakeholders. It is thereafter that the decision was implemented. It is relevant to note here that despite the lack of consultation, the lower judiciary and the Bar went on record opposing this Amendment.
In its wisdom, the Court agreed with the submissions made by the Attorney-General that since the extension of the age of retirement applied to all the judges, it was non-discriminatory and non-discretionary and therefore was ‘not at the whim and fancy of the Executive.’ (p 83) The Court reproduces a Note to the Cabinet (3 July 2026) which sets out the reasons for the Government’s policy decision. Notably, in a sector where no constitutional reforms have been made, except to require approval for appointments by the Constitutional Council, the Note provides no justification for selectively focusing on the age of retirement. The excerpts of the Note reproduced in the Determination make no reference to the other two reforms proposed.
The Social Justice Questions and Constitutionalism
For us, the constitutional questions have to be answered within the broader political context. From the citizen’s perspective, even the increase of the salaries of judges, if implemented under questionable, selective or opaque circumstances, can give rise to questions, concerns and a weakening of public confidence. Facts take colour from their context. This reminds me of another question on which there has been some debate in Sri Lanka, which is, whether Sri Lanka should establish a separate Constitutional Court which will adjudicate on constitutional matters thereby permitting a broader jurisdiction and mandate.
Some others have even described law as a colonial tool that has oppressed most in society. Some have argued that social justice requires that we marginalise or even dispense with commitments to liberal values such as rules of procedure and values of democracy such as diversity of opinion. That Sri Lankans have experienced exploitation, that democracy has been abused for state capture, through its Constitution and law, is true. As much as the law has been a tool for exploitation and abuse, it has also been a tool for liberation and social justice. Victims of human rights violations and abuse of law, often the vulnerable in our society, often have no recourse but the law. They seek it, even if to fail. Justice, too, is heavily contested and should remain so. Its meaning cannot be the monopoly of one social class, a political party or a ruling elite. At the same time, there ought to be commitments we can make as a polity to values, procedures and substantive outcomes that bring liberal commitments to rights and procedure with those of social justice. Furthermore, we must avoid the trap of romanticising ‘the people.’ We, the people, have actively sought and cultivated political patronage and participated in practices that undermine our common good, such as daily acts of violence, racism, patriarchy, corruption, abuse whether at home, at work or in the public domain.
Returning to the question of law, constitutions and justice, we should be vary of a ‘them vs us’ approach, particularly when they are propagated by those with political, cultural or economic power. The Constitution allows the Cabinet to place a bill before the People for their approval through a referendum (Article 120). Perhaps, taking this path, even if it carries a significant financial cost, may have allowed the government to put to rest the opposition to the 22nd Amendment. It is ironic that under a Constitution that declares the people to be sovereign, the only time a bill has been put to the people, was to postpone the exercise of their franchise (4th Amendment to the Constitution 1982).
Illiberal Slippage and/or Democratic Backsliding?
Serious issues of constitutional politics of this nature require that a strong government (which is what we have, with a charismatic leader and 2/3 in Parliament) is matched by a strong Opposition. What we have, instead, for the most part, are some politicians and political parties that have no credibility on matters related to the judiciary, mobilising against the government and claiming to defend the independence of the judiciary. While that tragi-comedy writes itself, we the citizens ought to be concerned about the lack of healthy political competition, an essential feature of a sustainable democracy and the disregard by the government of the reasonable voices within the Opposition.
Illiberal slippage or democratic backsliding has been identified as a risk for regimes that have led a transition to democracy. In a system headed by an Executive President, such a risk is all too real, as we know all too well. Ad hoc, piece-meal constitutional amendments of this nature place us on that path. In this political moment, many truths compete with each other. It is true that Sri Lanka made a distinct transition to democracy. It was made in stages starting from 2022. No single political party or social movement can claim that transition as their own. We cannot deny the organic dynamics of that transition. It is true that this transition has a class dimension to it. For certain, the political elite of the past enjoy diminished political capital and mileage, at least for now. The professional elite, depending on one’s perspective, too, arguably enjoy diminished traction. The ground beneath us is shifting. It is also true that within the limited electoral cycle, limited political capital, and in a context where former authoritarian forces remain electorally relevant, institutional reform is difficult. Situated in this broader context, there is cause for concern about the 22nd Amendment. It has weakened our transition to democracy and placed our constitutional recovery at risk.
(I write as an engaged citizen who studies constitutional law. The views expressed here are my own.)
Features
Why do students ‘fear’ algebra?
by R N A de Silva
rnades@gmail.com
“I was good with numbers and liked mathematics, but it changed when letters started to replace numbers”- such sentiments are common expressions that we hear. Perhaps the challenges that the students face in mathematics as a school subject are mainly due to the fear of algebra. For many students the transition into secondary education brings this profound sense of academic dread – algebra. This anxiety is more a structural byproduct of human minds adapt to radical shifts in thinking than a personal failure of the individual student. Many students who have been dealing only with numbers suddenly feel that they are in unfamiliar territory as they have to combine numbers with letters, symbols and rules. Dismantling this fear has to be done by the educators through reshaping how it is introduced and contextualised so that it becomes an accessible gateway of logical reasoning.
Let us look at the reasons for the development of the fear of algebra.
The Challenge of the ‘unknown’
In the first few years of formal schooling, mathematics becomes a tangible experience. They can count with their fingers or tools like counters and beads. They can measure lengths of tables or rooms or divide boxes or fruits into fractions. The operations are predictable and visible. There is stability in numbers as three is always a three. Algebra disrupts this stability. Letters such as x and y are introduced which do not possess fixed values. Suddenly, they are asked to manipulate symbols which they cannot physically see. This demand for abstract thinking can leave students bewildered. When a student enters this stage prematurely or without adequate background, the brain struggles to attach meaning to symbols.
Foundational gaps
As mathematics is uniquely sequential and cumulative, a weak grasp of basic skills may hinder progress in algebra. If a student leaves primary school with a shaky understanding of mathematical operations, it will be a disruption to their ability to follow algebraic steps. Solving an algebraic equation such as 3x – 2 = 10 consists of two levels of cognitive processing. Determining the properties applicable to isolate the variable requires higher order strategic thinking while executing the basic arithmetic operations requires lower order execution. If difficulties arise with lower order execution, they lose track of the broader algebraic strategy. Building confidence starts with consistent practice of foundational skills.
Fear of making mistakes
In general, a problem in algebra may involve a multi-step process unlike in a standard arithmetic problem. This increases the chances of making mistakes thus resulting in an incorrect final answer although the process is correct. Unfortunately, the traditional grading systems often rely heavily on the final result than the logical process. This can lead to an intense fear of failure. Subsequently, this threat of failure may turn into a highly stressful experience.
Now, let us consider strategies to eliminate or minimise the growth of the fear of algebra.
Using concrete examples to clarify abstract ideas
It is essential for teachers to use concrete examples to bridge the gap between simple mathematics and symbolic reasoning, rather than forcing students to jump to abstractness unassisted. A few examples are given below.
Solving an equation such as 3x + 10 = 100 can be introduced in the form of a story. ‘I went to a shop and gave the shopkeeper Rs 100 asking for three candies. He gave me three candies and also Rs 10 as balance. What is the price that I have paid for a candy?’ The gradual introduction of a variable will be made easier with such narratives.
Equations can also be framed as games of balancing on a scale to understand what you do to one side of the scale need to be done on the other side too to maintain balance. (See figure 1)
Factorisation is an area that many students struggle with. The need for a quadratic expression to be converted to a product can be shown through tiles that need to be fully covered in a rectangular area. Factors of X^2 + 5x + 6 can be manipulated with tiles as shown below to obtain the answer as (x + 3)(x + 2). (See figure 2)
With such demonstration, symbols lose their mystical quality.
Embrace mistakes as stepping stones
Errors should be treated as valuable diagnostic data by the teachers where the students are able to dissect where a problem went wrong. Creating a supportive learning environment that normalises mistakes as learning opportunities helps reduce anxiety and encourages persistence.
Assessment should also be done to reward logical reasoning and correct algebraic procedures without giving too much weight to minor arithmetical errors. Formative assessments need to be conducted regularly as algebra is introduced, before the students become overwhelmed by the complexities of cumulative assessments.
Connect with real life applications
Many students fail to see how algebra connects to everyday life, making it harder for them to stay motivated. Wherever possible, teachers can demonstrate practical uses of algebra such as tracking expenses to find the balance remaining after expenditure, estimating travel time or fuel consumption, use of recipes dealing with proportion, tiling the floor of a room and finding measurements for a scaled model of a building. Showing how algebra helps in designing games or solving real-world problems enhances interest and comprehension.
Algebra may feel intimidating at first, but it is an opportunity for students to sharpen their reasoning, resilience and problem-solving skills. When the anxiety is eliminated, algebra reveals itself as an extremely useful and elegant toolkit for problem solving. Using appropriate teaching methods algebra can be transformed from an intimidating barrier into a powerful bridge to intellectual exercise. “An ounce of algebra is worth a ton of verbal argument.” said John Haldane.
(The writer is a senior mathematics examiner of the International Baccalaureate Organisation)
Features
Two Badulla forests covering nearly 200 hectares gazetted as reserves
By Ifham Nizam
Two forest areas in the Badulla District — Mahiyanganaya Moopalana, covering 29.79 hectares, and Mahiyanganaya Heerussagala, covering 168.09 hectares — have been officially gazetted as forest reserves, bringing a combined 197.88 hectares of ecologically important land under formal protection.
The two forests, located in the Riddimaliyadda Divisional Secretariat Division within the Mahiyanganaya forest range, are dry-monsoon forests that provide habitats for a variety of native plant and animal species.
The declarations form part of the Government’s Vanaspathi forest conservation programme, under which 20 forests, covering a total of 9,538.68 hectares, across six districts, were granted protected status. The latest additions have taken the forest area, protected under the programme, to nearly 65,000 hectares, according to reports.
Environment Minister Dr. Dammika Patabendi and Deputy Minister Anton Jayakody were associated with the conservation programme.
Commenting on the significance of the declarations, Dr. Patabendi said the reserves are intended to deliver long-term environmental, ecological and social benefits.
“Through the declaration of these reserves, we aim to protect Sri Lanka’s biodiversity, safeguard water sources and watershed areas, create opportunities for eco-tourism, and preserve areas of archaeological importance found within these forests,” the Minister said.
Moopalana Forest
The 29.79-hectare Moopalana Forest is a dry-monsoon forest containing a range of natural resources and providing habitat for native species.
The forest is also linked to the livelihoods of surrounding rural communities. Local people obtain forest-based products such as rattan, veniwel and kitul, making the area significant, not only for biodiversity conservation, but also for traditional livelihood activities.
Several small waterways that become active during the rainy season are also found within the forest.
Heerussagala Forest
The larger 168.09-hectare Heerussagala Forest is likewise a dry-monsoon forest with important ecological resources and habitats for native flora and fauna.
The forest also has a direct connection with the local water system, with Nagadeepa Wewa being fed by the forest area.
Adding to its significance is the nearby Nagadeepa Temple, an area associated with archaeological value.
The protection of the forest, therefore, encompasses ecological, water-resource and cultural considerations.
The Ministry of Environment states that its broader approach to environmental management is based on sustainable natural-resource management, with government agencies, communities and other stakeholders participating in conservation efforts.
The gazetting of Moopalana and Heerussagala consequently places nearly 200 hectares of Badulla’s dry-monsoon forest under formal protection, strengthening the legal framework for conserving their biodiversity, water resources and associated cultural values.
The two forests are among 20 forest areas officially declared reserves in the latest phase of the Vanaspathi programme, which covers forests in Badulla, Anuradhapura, Ampara, Kegalle, Nuwara Eliya and Vavuniya.
For the communities surrounding these forests, their protection also represents the preservation of natural resources that support local livelihoods and water systems — while ensuring that these forest ecosystems remain part of Sri Lanka’s natural heritage for future generations, says Environment Ministry Consultant Dr. Ravindra Kariyawasam.
-
News5 days agoMastermind Naufer Moulavi among 15 found guilty
-
News6 days agoProtest against setting up of cement factory in highly populated area near BIA
-
Midweek Review5 days agoThileepan’s fast unto death: An authentic narrative that many missed
-
Latest News4 days agoShowers above 100 mm are likely at some places in the Western, Sabaragamuwa, Central and North-western provinces and in Galle and Matara Districts
-
Editorial6 days agoTrouble beginning in earnest
-
Editorial5 days agoBig Bad Bills
-
News6 days agoPolice may seek clarification from US
-
News6 days agoGovt. confident of 2/3 majority despite NPP split speculation


