Features
More random stories from my stint on ETF Board
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 19
I will present more stories and the valuable lessons learnt at ETF. Some may be good case studies for managers rising up in their careers. Some will be from experiences drawn before my removal and reinstatement by the President, and some will be from experiences after the incident.
Continuing with building unity, engagement and cohesion
As discussed in previous episodes, unity was clearly lacking. The staff worked, but didn’t seem excited about their tasks or engaged in their work. They needed some exciting project to work on. Their potential was not fully utilised. The older managers had no clue about modern management. However, they were men and women of great integrity and loyalty to the organisation.
Wesak was approaching, and I challenged them to organise a Wesak Bakthi Gee (Buddhist devotional songs) programme. This project excited the staff and contributed to unity. The committee, formed of volunteers, was given a free hand. They commissioned a voice trainer and put up a massive stage at the Labour Secretariat premises, and the event was a resounding success.
The several sub-committees revelled in the freedom they enjoyed. The staff loved to showcase their talent. The Labour Ministry and the Labour Department also appreciated this event, and the Commissioner of Labour congratulated me. Above all, unity was now gradually improving. The staff felt that their skills and talents were being put to use for once. There was more engagement in the work of the Fund.
Another significant step was the introduction of a new Vision: to transform into the best-managed and most-admired Government organization within two years. This Vision not only excited the staff but also motivated the seniors to take up the challenge. It was a crucial milestone in our journey towards becoming a well-knit organization, but we knew that much more was needed to achieve our ambitious goal.
Providing uniforms and the resultant chaos
Another issue I observed soon after my arrival at the ETF was the stark contrast of the staff brought in from rural Mahiyangana by a former Minister of Labour, Capt. C P J Senewiratne and the staff brought in by the previous Minister, Joseph Michael Perera, from Ja-Ela. The Mahiyangana staff were Buddhists, dressed plainly, spoke only Sinhala, and appeared very unsophisticated, with girls clad in sarees. In contrast, the Ja-Ela crowd was sophisticated, with girls who wore makeup, lipstick, and had painted nails, dressed in smart, short skirts, and were primarily Catholic. Many of them spoke English.
With one look, you could say whether a staff member was from Mahiyangana or from Ja-Ela. There was very discreet tension between the two groups. The two former Chairmen were both Catholics. I was the first Buddhist Chairman. One of the senior Ja-Ela staff members once approached me and said that his people believe that I am favouring the Mahiyangana people. I was only being fair. Race, religion or gender didn’t matter to me, as they soon realised. I established a meritocracy.
To address this anomaly, I discussed it with the Board and came up with a solution. It was to provide uniforms to everyone. Shirts and trousers for the men and sarees for the ladies. I chose the design and colour of the saree, and we gave three outfits, each with a specified colour for each day of the week. There were suggestions that the design and colour should be decided by a staff committee. I refused, I could imagine how this would lead to more conflict and decision delays.
The ladies’ blouses caused a delay. We provided the material, and the staff member had to make the blouses. As January 1 approached, I requested that the HR head circulate a notice stating that all staff were required to wear uniforms starting that day, given that 90% of the staff had already received theirs. Later that day, the Head of HR advised me to delay the circular for a while, as some trade union leaders were circulating a request for employees not to wear uniforms until all blouses were ready. I was disappointed with this attitude. I understood that it was because the uniforms were not from one of the union’s demands but rather a “gift” from the management. We did not issue the circular.
On January 1, to my surprise, everyone was wearing the uniforms. No circular had been issued. It turned out that the union’s attempt to oppose the management’s decision was met with resistance from the staff, who argued that the management’s gesture should not be undermined. This was a pleasant surprise. It was not our intention to devalue the role of the union or create a divide between the staff and the union. Nevertheless, our office now looked more professional and efficient, thanks to the staff’s support and appreciation of the management’s decision.
The larger problem was that the Labour Ministry and Labour Department were terribly agitated. Their staff were demanding uniforms too. I get a call from the Director of the Public Enterprise Department of the Treasury. She asked me, “What did you do that I am getting call after call from the Ministry and Labour Department asking whether ETF had the authority to give uniforms?”. She had answered that, being an autonomous body, the Board of the ETF had the authority. I had created a Tsunami. Our staff were happy, but I had created some animosity with the other institutions.
Now no one could tell the difference between a Mahiyangana lady and a JaEla lady. The uniforms also prevented staff from unauthorised visits to nearby places during working hours. Now they could be spotted miles away. I had only asked two things from my staff. One was a 5% contribution towards the uniforms, and the other was that they walked faster with more enthusiasm. Actually, that little gesture of uniforms energised the staff and they even walked faster. It was only later that I got to know about the Social Exchange Theory (SET) articulated by Blau. A central tenet of SET is the principle of reciprocity. When someone provides a benefit, there’s an expectation that the recipient will reciprocate. However, the exact form and timing of the return may be unspecified.
Whenever I visited the Labour Secretariat for a meeting after leaving the ETF Board, my former colleagues would remind me of the uniforms and express their continued gratitude.
How did I tackle the religious tension? I organised an all-night pirith ceremony and a Catholic mass. It was profoundly moving to witness the Buddhist staff queueing to offer gifts to the Archbishop officiating, and the Catholic staff’s gesture of offering pirikara to the Buddhist monks. Religious unity, too, was achieved.
After I had left the ETF Board, I was appointed as a director a couple of years later. At the first Board meeting, the one most time-consuming item was the decision to select the sarees. One Director looked at me and said, “You started this nonsense of uniforms, and see the trouble we have to go through”. Apparently, to democratise the decision-making, a committee had been formed, and as usual, had been unable to make a decision. The decision was escalated to the Board, diverting valuable time from other topics. The lesson is that democracy doesn’t work all the time. You have to manage the situation you are faced with, as propounded by the concept of Situational Management.
Changing to a Customer-Oriented Culture
The culture was far from what I expected. Many staff members were very arrogant towards our members who brought in claims. The positive experience I described in a previous episode was not widespread. Several initiatives were deployed to remedy this.
The first objective was to modify the behaviour of staff members at the claim receiving counter on the ground floor. One day, I called the Manager (Claims) to join me and slid behind the counter, unknown to the officer. I was horrified at the way our ETF members (beneficiaries) were treated. Our staff member would sit leaning back in his chair with his legs crossed, receiving a claim form from a claim applicant and talking to him in an arrogant tone.
Once, he rejected a claim form while we watched from behind, saying that the AGA signature was not there. Immediately, I showed myself and called him back, asking where he came from. The answer was Ampara. I took the claim form and asked the Manager (Claims) whether it could be accepted. He reviewed the application and confirmed that everything else was in order, stating he had the authority to receive and process it. It was accepted and processed.
If not for our intervention, the member would have had to go back to Ampara and spend more time sorting out his claim. I established some guidelines on how customers should be treated. No more slouching on their chair, he has to show genuine interest by leaning forward, and no more claim rejections without it being referred to the Manager (Claims).
The next initiative involved performing short skits on the first day of every month, highlighting how staff delighted a member (customer) and provided unexpected, delightful service. I would also read out letters of appreciation I received about a particular officer’s exceptional service. The staff liked it, but some managers from a traditional management culture thought I was simply mad, having dramas during office hours.
The next initiative was the hotline. We offer a dedicated telephone line for anyone to call and obtain information or query a submitted claim. We promise a return call after 3pm the same day in the case of claim queries. Most of those who call do not expect a call back, knowing the typical nature of a government institution. However, by 2pm, we begin returning calls and giving updates on the claims. In fact, we could even say when the claim would be paid. This was pure delight for the callers. On the first day itself, the officer assigned to the task barged into my office in the late afternoon and said it was an excellent service. “So many people thanked me profusely and said they never expected this from a government institution”, he said.
The next initiative was to request that every officer who sends external letters send me a copy. It was called the pink copy because we used pink paper for this copy. Upon reviewing these letters, a notable feature was the number of people requesting EPF claim forms, to which our staff would respond negatively because we are the ETF and not the EPF. The reply went like this: “Dear Sir/Madam. We are the Employees’ Trust Fund Board. Since your requirement is for an Employees’ Provident Fund (EPF) claim form, please get in touch with the Labour Department because we do not handle the EPF. However, if you require any service from us, the ETF, please call or write to us.”
It was polite enough, but would not delight the recipient. I asked the staff members how much more trouble it would be if they collected a stock of EPF forms from the Labour Department and answered such requests by attaching an EPF claim form. We were housed in the same building. Since then, the replies went like this: “Dear Sir/Madam, Your request is for an EPF form. However, we are the Employees’ Trust Fund Board (ETF) and could provide you with ETF claim forms only. Your requirement is for an Employees’ Provident Fund (EPF) form, which is not handled by us; therefore, you should contact the Labour Department. However, to assist you in this instance, we obtained an EPF claim form from the Labour Department and enclosed it herewith. Please deal with the Labour Department once you have completed the form or have any queries on EPF”.
This was how customer delight is achieved. The grateful response our staff members received spurred them to delight our customers (members) even more.
(The next episode will carry more such stories.)
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
Silence of the majority keeps West Asian conflict raging
With no military quick-fix in sight to the ongoing, convoluted West Asian conflict it ought to be clear to the rationally inclined that there is no other way to a solution to the blood-letting other than through a negotiated one. Unfortunately, there are not many takers the world over for such an approach.
Consequently the war rages on incurring the gravest human costs to all relevant sides. Whereas it should be obvious to the Trump administration that Iran wouldn’t be backing down any time soon from its position of taking on the US frontally and with the required military competence in the Hormuz Strait and adjacent regions, the US demonstrates a stubbornness to persist with war strategies that are showing no quick, positive results on the ground.
Clearly, the virtual ‘lock down within a lock down’ situation in the Strait is not proving beneficial for either party. Instead, the spilling of civilian blood in particular continues with unsettling regularity along with an all-encompassing economic crisis that carries a staggering material toll for ordinary people all over the world.
From this viewpoint it is commendable for Pakistan to offer itself as a peace mediator and go ‘the extra mile’ to keep the principal parties engaged in some sort of negotiatory process. But its efforts need to win greater support from the world community. It is a time for peace-makers the world over to stand up and be counted.
It is also a time for straight-talking. To his glowing credit Pope Leo XIV is doing just that and he is the only religious head worldwide to do so. Very rightly he has called on President Trump to end the war through negotiations and described it as ‘unjust’ and ‘a scandal to humanity’.
May this crucial cause be taken up by more and more world leaders, is this columnist’s wish. Instead of speaking fatalistically about a ‘Third World War’, decision and policy makers and commentators, and these are found in plenty in Sri Lanka as well, would do better to help in drumming-up support for a peaceful solution and the latter is within the realms of the possible.
Incidentally, the commonplace definition of the phrase ‘World War’ is quite contentious and it would be premature to speak forebodingly about one right now. The fissures within the West on the Middle East conflict alone rule out the possibility of a ‘World War’ occurring any time soon.
Instead, it would be preferable for the international community, under the aegis of the UN, to take the ‘straight and narrow’ path to a peaceful solution. As implied, this path is no easy avenue; it is cluttered with obstacles that only doughty peace makers could take on and clear.
However, the path to a negotiated peace is worth taking and no less a power than the US should know this. After all, the US ‘bled white’ in Vietnam and had to bow out of the conflict, realizing the futility of pursuing a military solution. A similar lesson should have been learned by Russia which bled futilely in Afghanistan. It too is in an unwinnable situation in Ukraine.
The Pope’s observations to President Trump on negotiating peace have earned for him some snarls and growls of criticism but with time these critics would realize that peace could come only by peaceful means and not through ‘the barrel of a gun.’
For far too long the ‘silent majority’ of the world has allowed politicians to take the sole initiative on working towards peaceful solutions to conflicts and wars. As could be seen, the results have been disastrous. The majority of politicians speak the language of Realpolitik only and this tendency runs contrary to the ways of the selfless peace maker.
Power, which is the essence of Realpolitik, and peace are generally at loggerheads in the real world. Power and self-aggrandizement have to be shelved in the pursuit of durable peace anywhere and it is a pity that the likes of Donald Trump and his team are yet to realize this.
At this juncture the ‘peace constituency’ or the silent majority would need to take centre stage and play their rightful role as the ‘Conscience of the World’. If the latter begins to take on the cause of peace in earnest everywhere, the politicians would have no choice but to pay heed to their cause and take it up, since a contrary course would earn for them public displeasure and votes.
An immediate challenge would be for the ‘peace constituency’ to come together and act as one. Right now, such a coordinating role could be played effectively by only the UN and its agencies. Practical problems are likely to get in the way but these need to be managed insightfully and resourcefully by all stakeholders to peace.
In fact the time couldn’t be more appropriate for the backers of peace to come together and work as one. Right now, economic pressures are increasing worldwide and no less a public than that in the US is beginning to feel them in a major, crushing way.
Going ahead the US public, along with other polities, would find the economic consequences of war to be intolerable. There would be no choice but for governments and peoples to champion peace. Peace makers would need to ‘strike while the iron is hot.’
The success of the above endeavours hinges on the importance humans attach to their consciences. The danger about prolonged wars is that they deaden consciences; particularly those of politicians. The latter deaden their consciences to the extent that they prove impervious to the pain and suffering wars incur.
Thus, the ‘peace constituency’ has its work cut out; it cannot rest assured that politicians would prove sensitive to their demands. The latter would need to be constantly dinned into the hearts and minds of politicians and decision-makers if peaceful solutions to conflicts are to be arrived at.
Likewise, the publics of war-torn countries would need to demand the activation and sustaining of accountability processes with regard to those sections that are suspected of committing war crimes and like atrocities. Those publics that cease to demand accountability from powerful sections among them which are faced with war-time atrocity charges are as good as condemning themselves to lives of permanent dis-empowerment and enslavement.
Features
Don’t take the baby: In the quiet night, mother always returns

Chaminda Jayasekara
There is a particular stillness in Sri Lanka’s forests, after dusk — a kind of hushed expectancy where shadows lengthen, cicadas soften their chorus, and the night begins to breathe in its own rhythm. It is a world that does not reveal itself easily. You have to wait for it. You have to listen.
And then, suddenly, you see them — a pair of luminous, unblinking eyes suspended in the dark.
The Grey Slender Loris, or unahapuluwa, emerges, not with drama, but with quiet precision. Small, slow-moving, and almost impossibly delicate, it is one of Sri Lanka’s most enigmatic nocturnal primates — a creature that has survived millennia by mastering the art of stillness.
Yet, during these months — from late March through July — the forests hold a more tender story. It is the breeding season of the slender loris, and with it comes a scene that is often misunderstood by those who encounter it for the first time: a tiny infant, alone on a branch, barely three inches long, its fragile body silhouetted against the night.

Grey Slender Loris with twin babies
To many, it appears to be a moment of abandonment.
To nature, it is a moment of trust.
“People often act out of compassion, but without understanding what they are seeing,” explains Chaminda Jayasekara of the University of Hertfordshire. “A baby loris left alone is not necessarily in danger. In fact, it is part of a natural process that is critical for its survival.”
According to Jayasekara, when a baby loris is about a month old, the mother begins a remarkable routine. As darkness settles, she gently places her infant on a secure branch and moves off into the forest to forage. Her journey can take her hundreds of metres away — sometimes close to 800 metres — as she searches for insects and other small prey.
In those hours of solitude, the infant is not abandoned. It is learning.
Clinging to the branch, it begins to explore its immediate surroundings. Tentatively, almost hesitantly, it reaches out — testing balance, grip, and instinct. It may attempt to catch tiny insects, mimicking behaviours it will one day rely on entirely. This is its first classroom, and the forest its only teacher.
“Those early nights are crucial,” Jayasekara says. “The baby is developing motor skills, coordination, and the ability to interact with its environment. These are things that cannot be replicated in captivity.”
And yet, this is precisely where human intervention often disrupts the process.
Across rural and even semi-urban Sri Lanka, stories circulate of well-meaning individuals who come across a lone baby loris and assume the worst. Driven by concern, they pick it up, take it home, or attempt to hand-rear it — believing they are saving a life.

Grey Slender Loris
But the reality is far more complex — and far more tragic.
“When a baby is removed unnecessarily, it loses something fundamental,” Jayasekara emphasises. “It loses the chance to learn how to survive in the wild. Without that, even if it survives in the short term, its long-term prospects are extremely poor.”
The forest, after all, is not just a habitat. It is a living, evolving system of lessons — how to detect predators, how to navigate branches, how to hunt silently, how to recognise territory. These are not instincts alone; they are behaviours refined through experience.
And the mother, contrary to assumption, is rarely far away.
“If people simply waited — even for several hours — they would often see the mother return,” Jayasekara explains. “She knows exactly where she left her baby. Her absence is temporary, purposeful.”
The advice from conservationists is clear and consistent: observe, but do not interfere.
If you encounter a baby loris, watch quietly from a distance. Avoid using bright lights or making noise. Give it time — at least 10 to 12 hours — before drawing conclusions. In most cases, the situation will resolve itself, just as nature intended.

35 days old Grey Slender Loris
Only if the animal is clearly injured, or if there is strong evidence of abandonment after prolonged observation, should intervention be considered — and even then, it must be done through the proper channels, particularly the Department of Wildlife Conservation.
Attempting to care for such a delicate animal at home is not only ineffective but often fatal.
Sri Lanka is home to two species of slender loris — the Grey Slender Loris and the Red Slender Loris — each adapted to specific ecological zones across the island. Both are protected under national legislation and recognised internationally as species requiring urgent conservation attention.
Their threats are many: habitat loss, road mortality, illegal pet trade, and, increasingly, human misunderstanding.
Yet, in the midst of these challenges, there are also signs of hope.

In recent years, the slender loris has become the focus of a unique form of wildlife tourism — one that values patience over spectacle. Night walks, conducted with trained naturalists and strict ethical guidelines, offer visitors a chance to witness the loris in its natural environment without disturbing its behaviour.
At places like Jetwing Vil Uyana, this approach has been refined into a model of responsible eco-tourism. Over more than a decade, the property has developed a dedicated Loris Conservation Project, recording thousands of sightings while educating visitors and supporting local communities.
Here, the loris is not handled, chased, or exploited. It is simply observed — a quiet presence in a carefully protected landscape.
“The success of such initiatives shows that conservation and tourism do not have to be at odds,” Jayasekara reflects. “When done responsibly, tourism can actually support conservation by creating awareness and value for these species.”
There is something profoundly moving about encountering a loris in the wild. It does not roar or charge. It does not demand attention. Instead, it exists — quietly, deliberately — as it has for millions of years.
And perhaps that is why it is so easily misunderstood.

In a world that often equates visibility with importance, the loris reminds us that some of the most extraordinary lives unfold beyond the spotlight.
It also reminds us of something else — something simpler, yet harder to practice.
Restraint.
Because conservation is not always about stepping in. Sometimes, it is about stepping back. About recognising when nature does not need our help, but our patience.
So if, on some future night, you find yourself walking beneath the trees, and your light catches a tiny figure sitting alone on a branch — do not rush forward.
Pause.
Watch.
Let the moment unfold.
Because somewhere, moving silently through the darkness, guided by instinct and memory, a mother is already on her way back.
And by morning, the forest will be whole again.
By Ifham Nizam
Features
Kumar de Silva: 40 years of fame and flair
We first saw him on the small screen in January 1986 – a relatively raw, totally untrained and a very nervous 24-year-old presenting ‘Bonsoir’ on ITN.
And now, 40 years later, and as one looks back, one realises what a multi-dimensional journey Kumar de Silva has navigated across the small screen yes, from your television screens to your laptops, and iPads, tabs, and mobile phones.
Says Kumar: “It is the French language I speak that opened the world of television to me, 40 years ago. It was ‘Bonsoir’ alone, and so to my French teacher at Wesley College, Mrs. BA Fernando, to ‘Bonsoir’, and to the Embassy of France in Sri Lanka, I am eternally grateful”.

Promoting the French language, and culture, in Sri Lanka, in a big way
Kumar went on to say that on the heels of ‘Bonsoir” came ‘Fanclub’, on ITN, describing it as yet another resounding success story which saw him as a music DJ on TV.
His inherent talent saw him handle a range of contrasting programmes across ITN, TNL, Prime TV and SLRC with consummate ease – from News Reading, Business Talk Shows, Celebrity Chats, to Dhamma discussions, on Poya Days, to name a few.

Kumar – the 1986 look
Trained in Paris in television production and presentation, the Government of France, in 2012, conferred on him the title of ‘Chevalier dans l’Ordre des Arts et Lettres’ (Chevalier in the Order of Arts and Letters) in recognition of his contribution to promoting the French language, and culture, in Sri Lanka.
In celebration of his four decades on the small screen, Kumar recently launched ‘Bonsoir Katha’, the Sinhala translation (by Ciara Mendis) of his English book ‘Bonsoir Diaries’ (2013), at a gala soiree. at the Alliance Francaise de Colombo, under the distinguished patronage of the French Ambassador in Sri Lanka, Remi Lambert, and francophone President Chandrika Kumaratunga.
He’s now excited about launching the French version of this book, ‘Les Coulisses de Bonsoir’, in Paris, in autumn this year. It is currently being translated by Guilhem Beugnon, a former Deputy Director of the Alliance Francaise de Colombo. This will, co-incidentally, also be Kumar’s 30th visit to Paris.

Chief Guest French Ambassador in Sri
Lanka Remi Lambert
Says Kumar: “The word GRATITUDE means a lot to me and so I always make it a point to spend time with two very special French people every time I go to France. One is Madame Josiane Thureau, formerly of the French Foreign Ministry, who began ‘Bonsoir’ in Sri Lanka. way back in the mid-1980s. The other is Madame Aline Berengier, the lady who designed the ‘Bonsoir’ logo – the Sri Lankan elephant in the colours of the French national flag”.
Kumar is also a much-sought-after Personal Development and Corporate Etiquette Coach in Colombo’s corporate world. Over the past 15 years, tens of thousands of corporates, have been through the different modules of his interactive training sessions. There have also been thousands of school leavers and undergraduates from national and private universities, many of whom will constitute the corporates of tomorrow.

Guest of Honour francophone President Chandrika Kumaratunga at the gala soiree
at the Alliance Francaise de Colombo
The multi-talented Kumar turns 65 next year, and his journey on the small screen still continues – you see him on the (monthly) ‘Rendez-Vous with Yasmin and Kumar’ on the French Embassy’s YouTube Channel, and (every Friday) on ‘Fame Game with Rozanne and Kumar’ on Daily Mirror Online, Hi Online and The Sun Online.
There’s yet another podcast in the pipeline, he indicated, but diplomatically declined to give us details. All he said, with a glint in his eye, was, “It will hit your screens soon.”
Whatever he has in mind, one can be certain that the new programme will continue to showcase Kumar de Silva’s enduring presence in Sri Lanka’s entertainment scene.
-
News2 days agoRs 13 bn NDB fraud: Int’l forensic audit ordered
-
Business5 days agoHarnessing nature’s wisdom: Experts highlight “Resist–Align” path to resilience
-
Opinion3 days agoShutting roof top solar panels – a crime
-
News5 days agoGratiaen Trust announces longlist for the 33rd Annual Gratiaen Prize
-
News4 days agoFrom Nuwara Eliya to Dubai: Isha Holdings markets Agri products abroad
-
Latest News7 days agoSingapore Zoo’s first Sri Lankan leopard cubs make their public debut
-
News5 days agoHeroin haul transported on 50-million-rupee contract
-
News3 days agoChurch calls for Deputy Defence Minister’s removal, establishment of Independent Prosecutor’s Office
