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Posting in Brazil at age 32 and working in Portuguese as member of the management team

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Excerpted from memoirs of Lalith de Mel, formerly of Reckitt and Colman

Prior to leaving for Brazil, he and his wife had to attend a language course. They went to Berlitz, the famous language school in London. They followed what was called a total immersion course in Portuguese. The tutors never spoke a word of English. The receptionist said “Bon Dia” when they came, and said the same the next day, so they figured that it was a greeting, looked in their dictionary and found it meant good day. That was how it went. When they wanted a loo on the first day, they had to look up the word and go to reception and say the word and then someone pointed it out.

They had classes six days a week from 8.30 a.m. to 6.00 p.m. and homework and this went on for six weeks. He said it was the closest he ever came to having a nervous breakdown. The rigorous system worked! At the end of six weeks they were able to read, write and speak Portuguese, and they were asked to leave immediately for Brazil whilst the brain was still buzzing with Portuguese.

“We went from Paris on Varig, the Brazilian airline, on a direct flight straight to Sao Paulo. Atlantis Brasil, as the company was called, was in Sao Paulo. We soon noticed that everything was only in Portuguese immigration forms, customs declarations, etc. The immigration officer had a raft of questions in Portuguese and to my relief I was able to answer them without difficulty.

We were met by a product manager who spoke English and then taken to a very nice apartment near the Avenida Paulista. We were greeted by an English-speaking maid. That was a pleasant surprise as we had not been promised an English-speaking maid. My wife was pleased, a nice apartment and an English-speaking maid.

The next day a young product manager picked me up and took me to the office and on the way explained the roads from my apartment to the office. At the end of the day I was given the car keys and someone pointed out my company car. I had to find my way home.

My wife and I went for a little stroll that evening to get a feel of Sao Paulo. There were no English newspapers or magazines, nobody spoke English, and we did not know a soul in Sao Paulo but yet we felt comfortable walking around. There was an air of friendliness. Brazil was a nation of immigrants with no dominant immigrant group. Everybody’s culture had gone into the pot and it had created an easy-going, football-mad, ever-ready-to-dance-the-samba country.

It was tough on my wife. I went to work and met a lot of people. She met no one other than the maid. Somebody in the office said there was a British club. We proceeded with alacrity to find it, and joined it immediately. It made a big difference. There were people who spoke English! They also had sports club and a very enthusiastic cricket section.

After a net or two I was invited to play for the first team, which was a collection of somewhat-elderly Brits and a few Brazilians. Three of them had played county cricket. All matches were played over two days and on some weekends we travelled far to play away matches. Thanks to my cricket and the British club we found some friends. Then at the British club we met the only other Sri Lankans in Sao Paulo. So at last my wife had a friend.

The office, Atlantis Brasil Ltda

I was a member of the management team. There were six others. They all spoke some English. The meetings were in Portuguese. There was a touch of informality and it was far from an intimidating atmosphere.

They were very helpful. If I said I did not quite understand something, one of them would explain it in English. Meetings ended with a long lunch and a few drinks. Good for bonding!

The management meetings gave me a good insight into all the facets of managing a big business. The routine agenda at management meetings covered the lot – sales and profits, working assets, cash, advertising, production and human resources.

My role was development. It encompassed new products, acquisitions, diversification, etc. In short, the role was to seek new opportunities for growth. I did a strategic plan for pharmaceutical development and explored various ideas that came up at the management meetings. There was an endless stream of what about this, that and the other, and if the MD thought there was any mileage in the idea, it was ‘Lalith could you have a look at it?’

None of these ideas got anywhere. I had more success and fun with new products. I led the team that launched VEDA, a multi-surface cleaning product. I left soon after its successful launch but I followed its progress for years as it developed into a great brand.

To Brazilians, football came first and God came second. In our office block and possibly in every other office block there was a mini football court slightly bigger than a basketball court. In the lunch break and after work everybody wanted to play football.

We were there when Brazil won the World Cup. During matches which were on the telly, the streets were completely deserted. When they won, the city erupted into one great carnival like the famous Rio carnival. The samba schools were out in force and this went on for two days. From our apartment we looked down on Avenida Paulista, where most of it took place.

Soon the year was up and it was time to pack our bags. I was asked to spend a few weeks in the Reckitt business in Venezuela and after three weeks there, we headed back to the UK.

Appointed Managing Director at age 33

There was no commitment that I would be made a Managing Director at a specified date. All they had said was that I had to prove myself in some other market first before, they could consider me for the role of the first Sri Lankan head of the business.

I knew that I had participated well at the management meetings in Brazil and had successfully completed the various assignments to evaluate this, that and the other. The head of the business, Hugh Thomas, invited us for dinner before we left and told me that he was pleased with my performance as a member of his management team.

I had put the issue of becoming a Managing Director out of my mind by the time I got to Hull, and I said to myself that they would tell me when they had something to say about my future. That was my mindset when I reported back to HQ after Brazil. I then did the usual thing of visiting the various divisions that provided a support function to overseas businesses.

The overseas company HQ was still in Hull and one day I was invited to lunch with the Board. There was a general chit chat about Brazil at lunch and about how I had got on in Brazil. At the end of lunch I was told that they were pleased with my performance in Brazil and said I would go back as the new Managing Director of the business in Ceylon.

When I joined as a Marketing Manager at age 27, I had no aspirations to go any further and certainly never dreamed that six years later I would be Managing Director. In the multinational world, career development was not a train that always got you to the next station. My predecessor in Sri Lanka got promoted to Managing Director India, but did not cut it and had to go. The Head of the Brazilian business when I was there got promoted and transferred to UK as a Managing Director, but he too did not make it after a few years and had to leave.

Planning succesion

I was curious as to why they had sent me to Brazil and on my return from Brazil I asked the rather imperious Head of Human Resources (who had earlier in his life been a District Governor in Sudan). He explained that Reckitt & Colman had businesses all over the world and the greater majority operated in a local language. They had to develop people to manage these businesses. They were looking for people who could learn a new language and work in it adapt to a new culture, and work successfully with people from a different culture in that country.

He said there were two other requirements. The person should genuinely enjoy working in a new environment and should have a wife who could also happily adapt to a new culture and enjoy living in a new country. He said they would not appoint a person if the wife did not pass this test. He said I was sent to Brazil to see how I would fare and they were pleased that I had done well; he added that they were particularly pleased that my wife had settled down well in Sao Paulo and passed the test!”



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Combining local resources,traditional knowledge and science to build a food-secure Sri Lanka

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World Food Day 2026: Innovating today for a better food future

by Dr. Kaushalya Wijayasekara

What will be on the Sri Lankan dinner table ten years from now? Will our children be able to get nutritious food at a price their families can afford? Will farmers be able to grow enough despite changing weather and rising costs? And how much of the food we produce will actually reach the consumer, instead of being lost or wasted along the way?

These questions can’t wait. A farmer faces unpredictable weather. A family faces rising food costs. Fruit goes unsold after a good harvest. Some children do not get enough nutrition. The future of food is tied to the future of Sri Lanka itself.

World Food Day 2026 is a chance to look beyond the immediate problems and ask whether we can build a food system that feeds our people well, gives farmers better opportunities, protects the environment and makes better use of what we already have. The answer can be yes, but we will have to think differently.

We are not starting from zero. Sri Lanka has diverse crops, fisheries, traditional food knowledge, indigenous varieties, research institutions, universities and a young generation able to create new solutions. What we need is to bring these together and act. Producing more will not secure our food future on its own. It will depend on how intelligently we produce, process, preserve, distribute and consume food.

Making more of what we already have

Innovation does not always mean inventing something new. Often it means finding better uses for the resources we have.

Sri Lanka grows traditional rice varieties, kurakkan, green gram, cowpea, jackfruit, breadfruit, cassava, sweet potato, coconut and palmyrah. All of them have great potential for modern, nutritious, value-added foods. Jackfruit and breadfruit can be made into flour and other convenient products. Traditional rice varieties can go into new foods that suit changing consumer needs. Palmyrah, with its strong cultural heritage, can create new income through better processing, packaging, quality assurance and market development.

The aim is to connect our traditional food knowledge with modern consumer needs and technology, while keeping our food heritage.

Stop wasting the food we produce

Reducing food loss and waste should be a major priority. Seasonal fruits such as mango, banana, papaya and pineapple can be lost in large quantities when production exceeds demand or when storage, transport and processing facilities are inadequate. With suitable technology, these fruits can become dried products, pulps, powders, beverages and other shelf-stable foods.

Agricultural and fisheries by-products are resources too. They could be turned into food ingredients, animal feed, bio-based products and other useful materials, which would move us toward a more circular food economy.

Technology alone is not enough. We need stronger local processing facilities, cold storage, efficient transport, collection centres and market information systems, especially close to where food is produced. Cutting food loss raises the value of what our farmers and fishers already produce.

Nutrition and food safety come first

Food security means more than having enough food. People also need food that is safe and nutritious.

Sri Lanka can develop affordable, nutritious foods from local pulses, grains, vegetables, fruits and fish. Children and other vulnerable groups should get particular attention. Schoolchildren in particular deserve a focus: safe, nutritious, locally sourced products for school feeding programs would support child nutrition, local farmers and domestic food industries at the same time.

Food safety must stay at the centre of food innovation. Good hygiene, quality control, laboratory testing, traceability and appropriate food safety systems are what make new products safe as well as attractive and nutritious.

A food system that can cope with climate change

Climate change is already affecting agricultural production, water availability, crop yields and food prices. We need food systems that can handle changing conditions. That means climate-resilient crops, efficient water use, soil and water conservation, better storage and resource-efficient food processing.

Traditional knowledge matters here. Generations of Sri Lankan farmers have developed practices suited to local climates and ecosystems. Combining that experience with modern science can give us solutions that fit local conditions and are sustainable. Technology alone will not build the future of food. Science, experience and local knowledge together can.

Give young people a bigger role

Sri Lanka’s universities have an important part to play in shaping our food future. Young people should be encouraged to identify real problems in the food system and work on practical solutions in areas such as food waste, sustainable packaging, nutrition, food safety, modernising traditional foods and digital technologies.

A good research project should not always end as a research paper. Where appropriate, research should be supported to move on to products, technologies, enterprises and community solutions. That needs stronger partnerships between universities and industry, along with mentoring, research funding, business support and market connections. If young researchers and entrepreneurs can turn their ideas into viable food innovations, both consumers and producers will benefit.

A pathway designed for Sri Lanka

We do not need to copy food-system models from other countries. We can build a pathway that suits our own resources, culture and needs. It would bring together local resources, traditional knowledge, scientific research, appropriate technology and entrepreneurship, with farmers, fishers, universities, research institutions, food industries, entrepreneurs and policymakers working side by side.

The goal goes beyond selling raw materials. We need to create more value, reduce waste, improve nutrition, generate jobs and strengthen rural livelihoods. This matters especially for small and medium-scale food enterprises, which can drive local economic development when they get the right technical, financial and market support.

The choices we make today

The food future will not create itself. It will be shaped by what we grow, what we research, what we process, what we consume and what we choose not to waste.

So, the question for World Food Day 2026 is this: what can we do today so that every Sri Lankan has safe, nutritious, affordable and sustainable food tomorrow?

The answers are already around us, in our farms, fisheries, food businesses, universities, laboratories and communities. We have the resources, the traditional knowledge, the scientific expertise and talented young people. What we need now is to connect them and act.

A better food future begins with the choices we make today.

Dr. Kaushalya Wijayasekara

Senior Lecturer, Department of Biosystems Technology, Faculty of Technology, University of Ruhuna

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20th Anniversary of Digampathana blast – the day Sri Lanka Navy cried

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Aftermath of the terror attack

By Admiral Ravindra C Wijegunaratne
WV, RWP and Bar, RSP, VSV, USP, NI (M) (Pakistan), ndc, psn, Bsc
(Hons) (War Studies) (Karachi) MPhil (Madras)
Former Navy Commander and Former Chief of Defence Staff
Former Chairman, Trincomalee Petroleum Terminals Ltd
Former Managing Director Ceylon Petroleum Corporation
Former High Commissioner to Pakistan

The Digampathana suicide truck attack on 16th October 2006 remains the deadliest single strike in Sri Lanka Navy history, leaving scars that time cannot erase.

It was a seemingly ordinary Monday morning on 16 October 2006, but the calm of that day would soon be shattered in a way none of us could have imagined. As the Commandant of the Naval and Maritime Academy and Flag Officer Commanding Naval Fleet at Trincomalee, I was aware that a number of my cadets were travelling that morning, part of a convoy of fifteen buses carrying naval personnel from Trincomalee, Colombo, and other bases, heading toward Dambulla to rendezvous with another group. The convoy also included trucks and escort vehicles, a routine movement planned and coordinated with the army to ensure the roads were clear. The morning started quietly. Some personnel greeted friends, handed over their weapons, or strolled to a nearby tea shop. It all seemed so ordinary—too ordinary for what would come next.

Sri Lanka Navy sunk LTTE Ships carrying arms, ammunition and warlike materials thousand miles away from Sri Lanka in Indian Ocean in September and October 2007.

By late morning, both convoys had reached the small ground at Digampathana, near the Sigiriya junction, and personnel mingled briefly, unaware that a carefully orchestrated act of terror was waiting. Then, suddenly, an empty half-truck veered directly into the convoy. It exploded with a ferocity I can still recall as if it were yesterday. Nuts, bolts, and high explosives tore through the air. Pandemonium erupted instantly. I later learned that 107 of our naval personnel were killed on the spot and another 153 critically injured. The scene was indescribable—bodies scattered, vehicles mangled, personal effects strewn across the ground. I remember later hearing that the head of the suicide bomber was recovered more than 100 meters away from the blast, a grim testament to the sheer force of the explosion.

I was in my office at the Naval and Maritime Academy when my mobile phone rang. A young midshipman from the 21st intake called, his voice trembling: “Sir, there was a huge explosion at the convoy point! Many are dead … my batch mate Wijesundara is among them.” I immediately jumped into my jeep with my escort Chief Petty Officer and driver and rushed to Digampathana, relying on every ounce of my driving skill to reach the scene. The journey, which usually took little more than an hour, felt endless that day, each passing mile weighed down by dread.

When I arrived, I was confronted with a sight that no training can prepare you for. The injured were being rushed to Dambulla Hospital, where doctors and nurses worked tirelessly, improvising in ways that saved lives despite the overwhelming chaos. I went back to the site after visiting the hospital. The remains of our naval personnel were scattered across the ground, and someone had begun collecting weapons and protective gear. I immediately contacted Surgeon Rear Admiral Nico Jayasekara and received his instructions: collect all body parts in separate bags and transport them to the Trincomalee Naval Hospital mortuary. This gruesome work had to be done with care and dignity, and it filled the icebox in my vehicle. Through DNA testing initiated by Rear Admiral Nico, we were able to identify every naval personnel lost that day, bringing some closure to grieving families.

The Navy Commander at the time, Vice Admiral Wasantha Karannagoda, was devastated. I had worked closely with him and knew how deeply he cared for his men. He ensured that the fallen were honoured with full ceremonial naval funerals at Welisara Naval Base, attended by families and comrades. Sixty-seven funerals were conducted in a single day—a number that still haunts me.

The Digampathana attack remains the largest single loss of naval life in our history. It was a day of sorrow, but also a day that reinforced our resolve. The tragedy galvanized the Navy to target the LTTE Sea Tiger wing with renewed determination and reshaped our maritime operations forever. Every time I think of that day, I remember not just the lives lost, but the courage, professionalism, and dedication of those who survived, those who treated the injured, and those who ensured the fallen were honored properly. May the souls of our naval hero’s rest in peace, their sacrifice guiding us and inspiring generations of naval personnel to come.

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‘Murder at Whitby Abbey’

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Tales of Mystery and Suspense – 24

I was intrigued by the title of a book I found in a book drop at the condominium of a friend, Murder at Whitby Abbey, and I brought it home with me though I will not be able to return it in the near future. It was described on the cover page as ‘a standout in the crowded medieval mystery field’, though I fear I do not know of other books in this field, apart from the Cadfael series, which I have dealt with earlier.

The book, by Cassandra Clark, is set during the reign of Richard II and has as a backdrop his precarious position, which led to his being replaced, and murdered, by his cousin Henry, who reigned as Henry IV. It is a gloomy book, the action taking place in the twelve days of Christmas leading up to the Epiphany. And the gloom is pervasive, even though this is supposed to be a time of festivity, with mummers performing, and many of those in the guest house where the heroine stays going to town to enjoy themselves, with much drinking and much music, which also fills the guesthouse.

The heroine Hildegarde is a nun, sent to try to acquire a relic being sold by Whitby Abbey, though this was also a penance set by the Abbot of the monastery that governed her abbess because she had had sex with a man. Soon after she and her companions reach the Abbey set high on a cliff, she finds that there are other bidders, and soon suspects that the hierarchy, not perhaps the Abbot who seems a weakling, but his rapacious bursar, is determined to make money, and not above creating false relics to sell to several aspirants.

After Hildegarde and her Cistercian companions – Whitby is a Benedictine Foundation – two monks, Gregory and Egbert, and a young priest Mark, reach the abbey, they find that Aelwyn, a monk they had met on their way to the guesthouse had died. This was in the apple store, and they realize, when they find the surplices of novices stuffed into the air vents, that he had been left to suffocate in the overwhelming scent of apples.

Clark

The Cistercians are asked to look into the death, perhaps because they are likely to get no cooperation from the Abbey folk, but perhaps because those in charge are keen to know what happened. And the infirmarer, an old monk, suggests Hildegarde talk to a man called Edred who worked for the bursar, and had been a friend of Aelwyn’s. But Edred too is killed, before he can keep an appointment he had made with Hildegarde, drowned in a pool near the farmhouse of the Abbey.

Meanwhile tensions arise between the fisherfolk and the abbey for the bursar wants to charge them for using the beach that technically belongs to the abbey to dry their fish and their nets. This leads to physical battles, when the guards used by the abbey, under the command it seems of the bursar whose determination to make money is not resisted by the abbot and the prior, try to storm the area where the fishermen live.

Hildegard finds out more about what had happened through two youngsters, one of whom Torold is the son of Aelwyn by a woman who worked as a prostitute for a cartel, and with whom Mark fell in love. The other works on the farm and had seen Edred meet someone near the pool, after which that someone left the place by himself. And the boy had also found in the pool a sort of dagger with the seal of the abbey.

He and his dog, and Torold who follows her, rescue Hildegarde from a man at arms who has waylaid her and tries to rape her earlier. Escaping into the abbey she was nearly been raped then by the bursar, but she managed to escape, in the process setting fire to him and the muniments room, which led, when he was rescued, to the discovery of a box with the money he said had been stolen, blame being cast on both Aelwyn and Edred.

Matters come to a head when the fisherfolk try to storm the abbey, being resisted by the men at arms stationed on the towers. But then Hildegarde realizes that behind the murders was the bursar’s clerk, whom she pursued to the cathedral. There is great drama then as she escapes from him when he tries to kill her, and then from the man at arms who had tried to both rape and kill her, but they both fall from the scaffolding she had climbed, the latter coming from a tower where he had been stationed.

Both of them think they run the rapacity of the abbey, the latter claiming to work for the nobles opposed to Richard, who is presented throughout the book as devoted to his subjects, not to power or money. But though the villains die, the bursar continues, having got over the hysteria the fire had caused and his acknowledgment then of guilt – and though the abbot and the prior seem less vicious, whether they will be able to assert themselves is questionable.

Before the climax, when the others in the guesthouse were leaving, Hildegarde found that two of them were in possession of the relic, for which they seem to have paid well. Hildegarde herself had made a derisory offer, but before she leaves the abbot gives her the relic, perhaps in gratitude for what she and her fellow Cistercians had discovered, the abbey having made as much money as it needed and more from the gullible other buyers.

Mark’s inamorata is saved from the stews because she moves in with Edred’s widow whom the bursar had thrown out of the rooms he occupied when her husband was found dead. Hildegarde had paid for lodgings, in a house run by the man who ran the brothels, but he had a kindly side and was going to finance them to make nets for the fishermen.

So, the Cistercians set off for their home as swiftly as they can to get there on the day of the Epiphany, having stopped en route to pray for King Richard whose birthday it was.

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