Features
When Passion Became Profession: My Consulting and Training Journey
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 25
A Review of the Past
Looking back, I realise how each phase of my career quietly shaped the consultant and trainer I would later become. In my previous articles, I spoke about the lessons I drew from every workplace I passed through — lessons that went far beyond technical knowledge. My journey began humbly at the State Engineering Corporation as a trainee, where curiosity and enthusiasm were my greatest assets. Before long, I found myself entrusted with the Building Research Centre, later known as the National Building Research Organisation. That early responsibility taught me how knowledge and leadership could combine to create impact.
From there, my path took me to the Tyre Corporation as an Industrial Engineer, then to the Sri Lanka Institute of Co-operative Management as General Manager, and later to the Ceylon Ceramics Corporation, again as General Manager. Each move added a new layer of understanding — of people, systems, and how organisations could be guided to perform better. My education in Engineering and Accountancy, complemented by my CIMA and MBA, gave me the frameworks. But it was the experiments, challenges, and day-to-day realities of those workplaces that gave me true insight.
So when I was appointed Chairman of the Employees’ Trust Fund Board at the age of 39, I didn’t feel overwhelmed. Instead, I sensed continuity — as though all my past experiences had prepared me for what lay ahead. The knowledge I had gathered from such diverse environments allowed me to approach problems with a calm sense of foresight. My three-month training in Japan added another dimension, deepening my appreciation of discipline, efficiency, and participative management — lessons that would later influence my consulting style profoundly.
Fate, however, had more lessons in store. The ETF held a substantial shareholding in Dankotuwa Porcelain, a company struggling to survive. Since no other Board member showed much interest, I was nominated to represent the ETF — and soon found myself serving as Chairman there as well. It was an unexpected turn, but one that taught me some of the most powerful lessons of my career: how to manage transformation, build morale, and navigate the complexities of privatisation — one of Sri Lanka’s first at the time. Looking back, that experience was a bridge — from managing organisations to understanding them deeply enough to guide others.
A New Chapter Begins
By 1994, I knew my days as Chairman of the Employees’ Trust Fund Board were numbered. The political winds were shifting — the incumbent government had already lost the Southern Provincial Council, and a change at the top seemed inevitable. I had often been invited to deliver lectures and conduct seminars — usually free of charge — and I realised how much I enjoyed the process of sharing knowledge and motivating others. So, even before the elections, I made up my mind: once my tenure ended, I would take a leap into consultancy and training.
That is how Productivity Techniques (Pvt) Ltd was born — a modest beginning, but one filled with excitement and purpose. When the elections were over and my resignation duly requested, I was already prepared to embark on this new adventure with optimism and energy.
My first series of seminars
Productivity improvement techniques at the enterprise level were one of my pet subjects. I booked a hall at the Colombo Hilton and advertised a seminar on the subject. I was also involved with the Japan-Sri Lanka Technical & Cultural Association (JASTECA) at the same time. I was nominated to attend a seminar in Japan, and left for the seminar after sending out circulars for my seminar. This was the first time Sri Lanka had a seminar of this nature on productivity. While I was in Japan, my wife, who was also a director of the new company and assigned to register participants and related matters, called me and said the registrations are now well over the hall’s capacity. We booked the hall for an extra date two weeks hence and informed the overflow participants. By the time I returned, we had enough participants for three seminars on that single advertisement.
Adapting to Technology
I gradually learned PowerPoint and even bought a digital camera to take pictures for my presentations. I migrated from packages such as WordStar, dBase, and Harvard Graphics to the new Microsoft packages. Although my first productivity seminars used transparent slides on overhead projectors, the latest PowerPoint programme was a hit. Many of the middle-level participants would stare in awe at the colourful slides projected onto the screen. Hitherto, they had only seen transparencies on overhead projectors. Laptops were not standard at the time, and I remember having to cart my desktop and monitor in suitcases to the hotels where I was holding the seminars.
The hotels told me that carrying these suitcases through the lobby was too ugly, and I had to use the service entrance to take them in. It was hard work. My wife handled all the hand-outs, logistics, and registrations. Hardly a participant realised that it was a husband-and-wife operation, and would refer to my wife as “your secretary”, “your girl”, or “your assistant” and so on. I maintained it the same way, being distant while giving her instructions, lest they conclude that my relationship with my “secretary” was a little too intimate.
I recommend to my participants that the most effective way to implement what they learn is to do it the very next day. My lessons were broken into small, manageable chunks. I was mainly teaching practical stuff and very little theory. My recommendations had some effect, as I recall that after one 5S seminar, the Chairman of a group who had sent participants from his garment factory called me to say that, the very next day, these participants were clearing up and arranging the workplace according to 5S principles. He also commented that this was the first seminar his people had attended where they actually implemented what they learned. This boosted my enthusiasm to continue with seminars and consultancy.
The Rise of 5S
To those unfamiliar with “5S”, it is a five-step programme to improve productivity, quality, reduce costs, improve on-time delivery, and improve safety and worker morale. It originated in Japan. It ranges from simple methods to more advanced techniques and could be implemented anywhere, even in homes. It creates a better-organised individual, too. 5S was soon becoming a hit.
I was invited by one of the garment factories in a group with several factories to deliver an in-house seminar on 5S. Fortunately, I made the presentation on PowerPoint. At the end, the CEO told me that their staff were very sophisticated and would not have even bothered to listen to me if I had used the old-fashioned overhead projectors and transparencies. I was invited to many of their other factories, and this group is still one of the best in Sri Lanka for 5S.
A great success was a ceramics ornamental company where I assisted in implementing 5S. In fact, the first sight one encountered upon entering the gate before 5S was the overflowing garbage bin. All these were changed, and the factory looked beautiful and well organised after 5S. A few weeks later, I arrived at a council meeting of the Employer’s Federation when I spotted some of the union leaders from this same factory. They had come to resolve a labour dispute with the management. Despite this issue, as they saw me, they came running up to me. They told me how excellent the factory was now, and that, most of all, they feel so relaxed and less tired compared to the previous scene, when the mess and disorderliness were the first sight in the morning and caused stress and tiredness even before they started work.
At another factory in Biyagama, where I addressed their 3,000 workers on 5S, I got a call from the management representative about three weeks later. He said the workers had implemented many of the 5S elements and, being proud of what they had done, wanted me to come and see their progress. I willingly obliged and noticed their unbelievable enthusiasm. The CEO and the senior management had implemented many novel initiatives to encourage implementation and motivate the staff. Leadership was the key.
Not All Were Successful
Not all my training was successful, though. At one factory in the Panadura industrial zone where I addressed all their staff, I found that many of them had glum faces. Still, I thought some elements of the 5S concepts would sink in. About two months later, the CEO called me and complained that nothing had happened after my training. I asked him what initiatives he took to promote and implement 5S, and he said, “I did nothing. I expected them to implement” I had to advise him politely that the responsibility to implement and make it successful is his, and it is his job to make it happen. He wasn’t very pleased. I suspected it right along when I first saw the glum faces. It wasn’t a very happy workplace. The leadership was poor.
I could see this right at the start from the participants’ faces in some of the places where I undertook training. They all look glum, they never ask questions, and it seems they were brought into the training hall like ‘lambs to slaughter’. It never would take root in such an environment. I could spot the vibrancy in others, how they joke, ask for clarifications, and make comments. The most vibrant organisation I addressed was a multinational, followed by the large garment group.
I was invited to address many elite Colombo schools on 5S, but there were no results. Perhaps it was because the elite schools offered many other sports and extracurricular opportunities and other distractions, and because they came from homes with servants and ayahs, and therefore had a mentality that they have the privilege to be disorganised and messy because 5S would be done by the servants. On the other hand 5S was taken up very well in rural schools an even spread to children’s homes..
Managing Change
I always advocated that the organisation implement a change management process before suddenly calling in an expert for a seminar or training programme. Senior management should paint a future vision for the organisation and surface what is lacking and what needs improvement. The lecture or seminar should be a remedy for the gaps identified, and the staff at every level must be involved in the exercise to implement and achieve the vision.
Many of the organisations I worked with were dynamic, constantly dissatisfied with the current state of affairs, and highly motivated to adopt new concepts and techniques. Some organisations that had tried many western-oriented concepts soon found that, though they were suitable at the strategic level, they failed to impress at the operational level. The Japanese concepts and techniques were not fads but very sound concepts and techniques that could be adapted and adopted after removing the Japanese culture-specific parts, such as lifetime employment and seniority-based promotions, and strengthening the culture-free parts and techniques that fit Sri Lanka’s socio-cultural milieu. Direct transplanting may be a disaster.
Those organisations that succeeded had several common characteristics, such as strong leadership, modern human resource practices, treating employees as partners with brains rather than mere pairs of hands, and respecting employees at all levels. In fact, during a course I followed at the Toyota Institute of Management in Nagoya, the lecturers kept repeating the need to respect employees at every level.
Facing Unethical Practices
I had my share of bad experiences. I had a full repertoire of seminars, ranging from Japanese techniques such as Quality Circles, 5S, Total Productive Maintenance, and Kaizen, to others such as designing Incentive Schemes, Benchmarking, Productivity Techniques, and Ergonomics.
There was one foreign organisation which wanted me to conduct all my seminars within a few months for the benefit of their clientele. Later, I found that it was the idea of their Sri Lankan coordinator. I had no reason to suspect, and besides, I was getting paid. Later, I found that the coordinator had resigned from this organisation, set up his own training outfit, and was conducting seminars on the same subjects using all my content and hand-outs. I had spent years developing these hand-outs, using my personal experiences as examples, too. He had everything tailor-made, copying all my hard work. The worst was when I was conducting a seminar; one participant accused me of plagiarism, and I had no choice but to enlighten him that it was the other way around.
Even if I repeat a seminar a few months later, I always search the internet for new material and new concepts. While perusing the internet one day, I suddenly stumbled across a complete hand-out for my Productivity seminar, including my graphics and images, intact on one of the productivity sites. I recognised the slides at once, but only my name was missing. A well-known consultant had inserted his name after removing mine. I knew him, and he was at that time a consultant to an international organisation too. My initial fury made me prepare a letter to the international organisation. Still, later, I decided to let it pass and drop the matter. I had mentioned this to some of my friends. This hand-out was later removed from the site. Since then, I only provide PDF versions for making copies. It was a shock to learn the hard way that even the so-called respectable trainers would resort to such unethical practices.
Laughter Along the Way
I have had many humorous experiences, which made my lectures even livelier. Addressing a group of plantation managers one day, I explained the first step of 5S: the advanced concept is to reduce working capital, but the simple idea to start with is to reduce clutter and get rid of unwanted items. The first step to calming and relaxing your mind is to have an organised wallet, with only currency bills, arranged in order of denominations, and no unwanted chits or bills. I exhorted the participants to “always keep your wallet clean and organised”, whereupon one participant raised his hand and said, “My wallet is always clean, Mr Wijesinha. My wife cleans it regularly, but there is only one problem, she cleans out the cash and leaves the chits behind”.
At another seminar, I was talking about cleaning of machines and equipment daily and how that concept originated in Japan after World War 2. The war had destroyed most of the factories. When it ended, the Japanese government instructed the factories to preserve the remaining machinery and treat them like family treasures, because the population would otherwise starve. Don’t let there be breakdowns, the instructions said. Their reputation for one of the lowest machine breakdown rates in the world stemmed from this initiative.
The story goes that Japanese factory workers would clean and lubricate the machines, just as they would look after their wives. Some would even go so far as to give the machine the wife’s name and paste it on the machine. Every morning, the operator would worship the machine and look after it with tender loving care. When I told this story, one participant raised his hand and says “I would not encourage it in my factory, sir, because what if the operator has had a fight with the wife in the morning and comes to work furious with the wife, and sees the machine with the wife’s name, I am sure my machine would be in for some rough treatment“. Another participant says he, too, has reservations about this method and explains that if the regular operator is on leave and a relief operator works on the machine, it will be a problem, especially on the night shift when the regular operator would be having nightmares thinking about who is working the machine with his wife’s name on it!
I recall the first “5S” seminar I had at the Hilton. It was attended by many CEOs and other senior executives from the private sector. After the seminar, I was relaxing at home after dinner when the phone rang. It was the wife of a participant. Of course, I knew this family well. She asked me, “My husband came for your seminar today. What on earth did you teach him? Since he arrived home, he has been clearing out the cupboards and throwing out his old clothes, keeping his shoes and slippers in a particular corner. He was such a disorganised man earlier, and now he is totally transformed.
A senior administrator was appointed chairman of a government entity and I was asked to address the staff on 5S which I did. The staff received my lecture well. A week later he called me and said he had been asked to resign by the Minister after a dispute, and then he jokingly said “It’s all your fault. Remember you said the first step is to get rid of unwanted things. The Minister implemented it to the letter and got rid of me“.
I enjoyed my consultancy and training, and I am so proud that these small efforts have spread like wildfire, making many government and private-sector organisations more productive and competitive. Today, 5S is very popular nationwide.
My next episode will feature more stories about how I became involved with the government in its National Productivity drive.
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
Approach to constitutional reform
The S.J.V. Chelvanayakam KC Memorial Lecture delivered on 26 April, at Jaffna Central College, by Professor G.L. Peiris, an academic with outstanding credentials, was published, under the title, “Federalism and paths to constitutional reform,” in The Island of 27 April, 2026.
In Part II of the publication, titled “Advocacy of Federalism: Origins and Context,” Professor Peiris states: “At the core of political convictions he held sacrosanct was his unremitting commitment to federalism…”. Contrary to popular belief, however, federalism in our country had its origins in issues which were not connected with ethnicity. At the inception, this had to do with aspirations, not of the Tamils but of the Kandyan Sinhalese. The Kandyan National Assembly, in its representations to the Donoughmore Commission in 1927, declared: “Ours is not a communal claim or a claim for the aggrandizement of a few. It is the claim of a nation to live its own life and realise its own destiny”.
Commenting on S.W.R.D. Bandaranaike’s views, Professor Peiris states: “Soon after his return from Oxford, as a prominent member of the Ceylon National Congress, was an advocate of federalism. He went so far as to characterise federalism as ‘the only solution to our political problems”.
THE COMMON THREAD
The thread that is common to the sources cited above is that while their focus was on the political framework, there is not even a hint as to the territorial units to which the political framework of federalism is to apply. With time the Tamil “nation” claimed that their federal State was to be the Northern and Eastern Provinces of Sri Lanka. However, the Kandyan “nation” was silent on this issue. Since Britain annexed the Kandyan Kingdom and the unified, then Ceylon in 1815, for all intents and purposes it would be reasonable to assume that the claim of the Kandyan “nation” was to be the region under the last Kandyan King, leaving the Western and Southern coastal regions for the Rest of the “nation”.
Sri Lanka, while being a colony under the British, was not interested in political frameworks. Instead, the British were interested in structural arrangements that facilitated Administration. It is evident from the evolutionary processes explored by the British that subdivided units of a State are critical not only for effective Administration but also for the political framework that ensures political stability. Federalism, advocated by the Tamil and Kandyan Leaderships for territorial units, as claimed by them, would inevitably lead to political instability. The lesson to be learnt is not to start with political frameworks, such as Federalism, but to first decide on the territorial units, within which a State functions, to ensure stability, and then frame political aspirations of the People belonging to such a State, in order to ensure political and structural stability.
LESSONS of HISTORY
Material from an article, dated 16 June, 2016
“When the British took control of the Dutch possessions in former Sri Lanka, in 1796, the Kandyan Kingdom was independent and separate from the Maritime region. The Kandyan Kingdom consisted of the “central highlands with the eastern and southeastern coastal strips”. It was after ceding of the Kingdom, at the Kandyan Convention of 1815, and after the rebellion of 1817-1818, that the two regions were merged. However, despite the merger, the administration of the two regions remained divorced from each other, with the Kandyan region being divided into 11 Districts, and the Maritime region into five, creating a total of 16 Districts for the administration of the whole country (Sir Charles Collins, Public Administration of Ceylon, 1951, p. 49).
“The above arrangements continued until the recommendations of the Colebrook – Cameron Commission. In 1832, the recommendations of the Commission were accepted , “… and the separate administrative system for the Kandyan provinces was abolished and amalgamated with the territories on the littoral acquired from the V.O.C. in a single unified administration structure for the whole island. The existing provincial boundaries within the two administrative divisions – the Kandyan and maritime provinces – were redrawn, and a new set of five provincial units, of which only one – the Central Province – was Kandyan pure and simple, was established. The new provincial boundaries cut across the traditional divisions and placed many Kandyan regions under the administrative control of the old maritime provinces” (K.M.de Silva, A History of Sri Lanka, 1981, p. 263), continued until as late as 1889, resulting in nine Provinces for the sole purpose of facilitating the Colonial administration. In point of fact, the Province never functioned as the administrative unit. Instead, the administrative unit was essentially the District, and the situation has remained so throughout the Colonial period and into this day. According to Sir Charles Collins cited above: “Most provinces were divided into districts, each Government Agent having charge of his own district, with general supervision over the whole province. The districts not in the direct charge of Government Agents were under the control of assistant Government Agents”. (Ibid, p. 62.)
PRIORITISING POLITICS OVER STABILITY
The lesson learnt by the British was that if a Colony is to be Administered effectively, the Colonizer had to choose the most appropriate unit of administration. Similarly, to an Independent Sovereign State, Territorial Stability should be its foremost priority. This means deciding on the most structurally secure territorial unit within which political power sharing should operate and not prioritise political frameworks, such as Federalism, at the expense of the structural stability of the State. Political instability would have been inevitable had Sri Lanka succumbed to pressures from the Tamil and Kandyan Leaderships.
Although Britain was not concerned with territorial stability, they recognised that the District was the most effective unit for effective administration. In fact, the 1977 Constitution describes the Territory of Sri Lanka in terms of Administrative Districts. Despite this, it was the Indo-Lanka Accord that first recognised the Northern and Eastern Provinces as political units. Following this, the 13th Amendment of 1987 extended this recognition to all Provinces.
The adoption of the Province as the political unit may not have had an impact on the territorial integrity of the Sri Lanka State, except for the Northern and Eastern Provinces, judging from the events that followed over three-plus brutal decades. The transformation of the territory of Sri Lanka, from Administrative Districts to Provinces and Provincial Councils, is the direct result of prioritising politics over territorial stability. For India to be the handmaiden of this transformation is beyond comprehension because instability in Sri Lanka, in whatever form, would impact on India’s own territorial integrity. This serious blunder cannot be ignored any further for the sake of both Sri Lanka and India. It is imperative that measures are taken to engage in a course correction through Constitutional Reform.
PROPOSED CONSTITUTIONAL REFORMS
The path to Constitutional Reform should start with the territorial subdivision of the Sri Lankan State into Districts, not only to ensure the territorial integrity of the State but also to improve administrative and development efficiencies coupled with Local Government units; a lesson learnt from the British. Any political powers devolved/decentralised to Districts should be the responsibility of District Councils, elected by representatives to Local Governments within each District.
Political power at the Centre should reflect the commitment to a single Sri Lankan Nation, through an elected Legislature, with Executive Powers being shared by a President/Prime Minister, with a Cabinet made up of all communities, in the ratio represented in Parliament. An attempt to share Executive Power with all communities, in an inclusive Cabinet, has not been the practice in the past, and under the present government, as well, despite its strident calls for unity and reconciliation. Consequently, the tendency for minority communities is to seek peripheral power to the maximum extent possible.
CONCLUSION
The approach to Constitutional making has been how best to accommodate political power in the form of Federalism, first by the Kandyan “nation” and later by the Tamil “nation”. The claim by the Tamil Leadership morphed from Federalism to a Separate State resulting in tragedies of an unimaginable order, to the point of threatening the very existence of the Sri Lankan State.
The current arrangement is based on Power being devolved to Provinces, in the form of Provincial Councils, with no regard the Province, makes to the territorial durability of the Sri Lanka State. How successive Governments hope to prevent threats to territorial vulnerabilities is to curtail the operation of sensitive provisions of devolved powers. This is being disingenuous.
On the other hand, the more direct and forthright approach to Constitutional Reform is to make the District the unit of peripheral power in order to ensure territorial stability and effective peripheral development and share Executive Power with communities in the ratio of their representation in the Legislature. The first could be achieved through a referendum and the second by the President/Prime Minister of any government. This approach prioritises territorial stability over political power; a change that has eluded policymakers. Therefore, it is imperative that territorial stability is given the foremost place in Constitutional Reform processes for the sake of not only Sri Lanka but also for India, for reasons of connectivity.
by Neville Ladduwahetty
Features
Time to get ready to face power
The power cuts are already here. Perhaps, even before the date predicted by the Public Utilities Commision of Sri Lanka (PUCSL. The peak load has gone well past the threshold they indicated as the tipping point of 3030 MW of peak load. It is now will past 3100 MW and growing, perhaps triggered by the continued heatwave making the use of air conditioners and fans more frequent and by a wider group of consumers. The government insists there is no intention of power cuts but each of us have experienced some form of power outage, without notice, at some time or other.
It is in this scenario that the Ceylon Electricty Board (CEB), or whatever it is called now, had directed all roof top solar projects, over 300 MW capacity, to shut down for the period 10th April to 20th April.
This is in addition to the curtailment of all ground mounted solar and wind projects, and even mini hydro projects, without compensation, going on for some months.
One year of inaction by CEB with the problem staring in the face
If will be recalled that the same demand was made in April, 2025, after the debacle of the countrywide blackout on 9th February, 2025, whether caused by a monkey or otherwise.
The question to be raised is what steps have been taken by the then CEB, or the Ministry to anticipate the situation this year, too, and to try and mitigate the same.
The easy answer is absolutely nothing. If at all what has been done is unilaterally prevent any further addition of Roof Top Solar PV, under the provisions of the Surya Bala Sangramaya (SBS), is, undoubtedly, the only short term and economical means to add low cost renewable electrical energy to the grid.
The architect of the SBS, the Sustainable Energy Authority is deafening by their silence, when their signature project of prime national importance has been sabotaged, and now even the performance of the already installed systems are being curtailed.
This action is totally unbelievable when the use of expensive oil-based generation will continue unabated, even during the day, when there is so much solar energy already installed. Of course, the age-old excuse will be trotted out, of the non-firm nature of Solar and Wind and problems of grid stability, etc.
Many useful and practical solutions to face the growing issue of how to integrate the essential low cost but variable resources of solar and wind to the grid as an aftermath of the blackout were discussed over a year ago.
But nothing seems to have even been attempted. The most prominent among these was the proposal to add 300 MW of grid scale batteries, as indicated in the already-approved Long Term Electricity Generation Plan ( LTEGP 2024 – 2044,) of which 100 MW should have been in use by 2026. The tender for the addition of 16 X 10 MW battery storage at selected grid substations was called over a year ago. Some expectation of sanity
It is under these circumstances that the PUCSL called for a stakeholder consultation on the 10th April, 2026, after circulating a concept note, which was well attended. It was a breath of fresh air, in view of the downhill slide of the entire electricity sector in the recent months compounded by the raging controversy of the coal scam and the rapidly increased use of expensive diesel, in addition to the other fossil fuels, just to keep up the generation to match the demand. The double whammy of the doubling of the fuel prices , exacerbated the hit on not only the consumer’s monthly bill, but the national economy and balance of payments.
Therefore, it was most encouraging to note from the PUCSL’s concept note that sanity has prevailed at last. We have been demandin–g some concrete strategies and time based targets to rid at least the electricity sector from the use of expensive, polluting fossil fuels, commencing with oil. This is the only means by which the utility could hope to achieve some degree of economic and financial viability. They have continued to burden the consumer and the country by continually jacking up the consumer tariff, while ignoring any prudent means to clean up their Act. As a matter of interest, the CEB’s own data of 2023 shows that it is possible to save some Rs 113 Billion annually by replacing all oil-based generation using renewables. The country could have saved over $ 700 Million in Foreign Exchange and the Consumer Tariff could have been lowered by Rs 7.00 per Unit across all segments of consumers.
Therefore, the PUCSL concept paper out lines, some credible measures to eliminate the use of all of forms of oil for power generation in stages. The three tier of approach, outlined as option 1 to 3, reproduced here, should be commended for adopting a pragmatic approach, with very good chance of success.
Proposed options by PUCSL
(See Options 1 Peak Shaving Approach by 2027 and Option 2: Eliminating 2.06 GWh/day of diesel-based generation)
Considering even the recent past when we achieved a status of zero oil use, as compared to the present sorry status, this is not an extremely difficult task. We will have to substitute Solar PV to bridge the gap of reduced Hydro during dry months.
(See diagram 1)
RE Contribution 69% % Oil Usage 6.2 % No Diesel
(See diagram 2)
In Contrast on 30th March RE Contribution was only -43,5%
and oil use has gone up to -29.59%
However, as outlined in the introductory paragraphs of the concept paper, the driving force to promote this change is the early declaration of appropriately worked out tariffs for installation of storage batteries and delivery of the stored energy to the grid.
With the total lack of progress of proposals in the LTEGP 2025-2044 by the state institutions, it is prudent to assume any future initiatives can only come from private sector participation.
Using the power granted by the recently ratified Electricity Act NO, 36 (As amended) the PUCSL has moved with commendable speed to develop the Feed in Tariff declarations needed to enable the achievement of the above objectives and a further stakeholder consultation was held on the 24th of April when more detailed proposals were put forward.
However, although the responsibility of publishing the tariff remains with the PUCSL, unless the National System Operator ( NSO ), tasked with the planning and implementation of Electricity Sector developments , takes urgent action to implement the desired changes as a highest priority task, nothing will be gained to help the country to get out of this quagmire.
The Consumer Continues to be Burdened.
Further, as the time table proposed by the PUCSL itself indicates, even the first of the options can be implemented only in 2027, with the others following up to the year 2030.
These are very encouraging time targets and the consumers will eagerly await their achievement.
However, the threat of power cuts, as well as continuing increase in consumer tariff to fuel the use of diesel for power generation, is real and current. A further tariff increase of 18% has been demanded by the NSO, on top of the 15% granted on 1st April, 2026.
The Immediate Options Available to Consumers.
a) The CEB now refuses to provide any grid connection for integration of any rooftop solar PV systems under the Surya Bala Sangraamaya.
b) The only way available to the consumers is to install Off grid roof top solar systems with adequate batteries to be none dependent on the grid. Use the grid only during the off peak hours.
c) During most periods of the year, even under cloudy conditions there is some solar generation. To ensure the daily consumption is more than covered by the solar input and any surplus is used to charge the battery, to the level adequate to manage the evening and peak hour demand, the capacity of the solar panels and battery have to be determined.
d) It is to be noted that although only the relatively high-end domestic consumers could find the proposed scheme financially feasible under the present cost regimes, which will improve further when the second tariff increase is announced shortly, to those consuming over 250 Units/Month, their engagement has a sector wise positive implication which is beneficial to all levels of consumers.
e) The scheme will operate in an off grid mode, without exports to the grid at any time. Therefore, they will not contribute to the often voiced worries of over voltage, instability and variability in the national grid.
f) Once the PUCSL announces the required FIT and the NSO or the Distribution Companies institutes the necessary facilities, such as smart meters, such consumers, too, can further assist the grid by export of any excess they generate.
Proposal to Avoid Power Cuts Implementable by Domestic Consumers
There are several drivers which will attract the potential ” Prosumers” to adopt this option without delay.
* The consumer tariff will continue to rise
* Even the former Roof Top Solar Systems, without batteries, does not provide power during the power cuts or blackouts
* At present day prices, the investment is financially feasible, based on the savings of the current level of monthly electricity bill. A substantial bank loan can be comfortably settled from the savings
* Now cooking with electricity is no longer a financial burden but can save one from the cost and danger of LPG shortages and queues
* What you, do based on your economic ability, will be a service to all consumers as the resultant reduction of Peak Demand means the use of Diesel can be gradually reduced and the lower end consumers, too, will benefit.
* You will enhance your green credentials with your own financial benefits.
The overall benefit to the grid and other consumers
If the element of exorbitant cost of diesel-based generation is removed then there is no need for the increase of consumer tariff for all consumers.
What is more important is that trimming the peak load would drastically reduce the need for any power shredding that is happening on the sly now and thereby benefit all consumers,
The summary of Financial Analysis illustrating the viability based on currently available data is given here. This will improve drastically if a further increase in consumer tariff is granted, which appears inevitable. (See Table 01 – The basic data used for this analysis is available on request.)
by Eng Parakrama Jayasinghe
parajayasinghe@gmail.com
Features
From Coal to Solar: China’s sunken mines power a Green Revolution: Lessons for Sri Lanka
In a striking symbol of the global energy transition, vast stretches of once-abandoned coal mines in China have been reborn, not as relics of an industrial past, but as shimmering hubs of renewable energy.
What were once scarred landscapes, destabilised by years of mining, and later submerged by landslides and floods, have now been transformed into expansive artificial lakes.
Floating atop these waters are some of the world’s largest solar power installations, quietly generating clean electricity on a massive scale.
Among the most notable are the Fuyang Floating Solar Farm and the Huainan Floating Solar Farm. Together, they represent a remarkable engineering and environmental achievement.
The Fuyang facility boasts an installed capacity of 650 megawatts, producing approximately 700 million kilowatt-hours of electricity annually. Even more impressive, the Huainan project reaches a staggering 1 gigawatt capacity, generating nearly 1.8 billion kilowatt-hours each year. Combined, these floating giants produce enough electricity to power millions of homes without burning a single lump of coal.
A former General Manager of the Ceylon Electricity Board (CEB), a veteran electrical engineer, described the development as “a glimpse into the future of energy systems.”
“What China has demonstrated is not just technological capability, but strategic foresight. Turning environmentally degraded land into clean energy assets is the kind of thinking countries like Sri Lanka must begin to adopt,” he said.
Why solar on water?
Floating solar, or “floatovoltaics,” offers a range of advantages that traditional land-based solar farms cannot easily match.
Water naturally cools solar panels, improving their efficiency by an estimated 10 to 15 percent. In hot climates, this cooling effect can significantly boost electricity generation.
Additionally, the panels reduce water evaporation, a crucial benefit in regions facing water stress. By limiting sunlight penetration, they also help suppress algae growth, improving water quality.
Perhaps, most importantly, floating solar eliminates the need for large tracts of land. In densely populated or agriculture-dependent countries, this is a game changer.
A dual economy: Fish and power
In an innovative twist, some of these floating solar farms incorporate aquaculture beneath the panels. Known as the “fisheries + solar” model, it allows communities to cultivate fish in the shaded waters below, creating a dual-income system, energy production above, food production below.
This integrated approach not only maximises resource use but also supports local livelihoods, blending sustainability with economic resilience.
Environmental dividends
The environmental benefits are substantial. The Fuyang project alone reduces carbon dioxide emissions by an estimated 580,000 tons annually, while the Huainan facility cuts emissions by around 1.6 million tons each year.
Beyond emissions, these projects reclaim landscapes once deemed unusable—areas heavily damaged by coal extraction. In doing so, they rewrite the narrative of industrial decline into one of ecological restoration and innovation.
Sri Lanka: A nation poised for floating solar For Sri Lanka, the implications are profound.
Unlike China’s abandoned coal pits, Sri Lanka possesses thousands of irrigation tanks, reservoirs, and hydropower catchments that could serve as ideal platforms for floating solar. From the ancient tank systems of the dry zone to major reservoirs like Victoria Dam and Randenigala Reservoir, the country holds untapped potential to generate clean electricity without sacrificing precious land.
The country’s reliance on thermal power, particularly during drought periods when hydropower declines—has long been a challenge. Floating solar could provide a stabilising solution, reducing dependence on costly fossil fuels while complementing existing hydroelectric infrastructure.
Energy analysts note that integrating floating solar with hydropower reservoirs can create a hybrid system: solar power during the day, hydropower balancing supply at night. This synergy enhances grid stability and reduces overall generation costs.
The former CEB official stressed the urgency:
“Sri Lanka cannot afford to delay. With rising energy demand and climate pressures, we must explore every viable renewable option. Floating solar on our reservoirs is one of the most practical and scalable solutions available.”
Challenges and the road ahead
However, experts caution that careful planning is essential. Environmental assessments, grid integration, and financing mechanisms must be properly addressed. Community engagement, especially where fisheries are involved—will also be key.
Yet the blueprint already exists.
China’s transformation of submerged coal mines into renewable energy hubs offers more than inspiration—it provides a working model. For Sri Lanka, adapting that model to its own geography could mark a decisive step toward energy independence.
China’s floating solar farms stand today as one of the clearest symbols of a world in transition—from fossil fuels to renewables, from environmental degradation to restoration.
For Sri Lanka, the message is equally clear: the future of energy may not lie on land alone—but on water, where sunlight meets innovation.
If harnessed wisely, Sri Lanka’s vast network of reservoirs could one day mirror that transformation, turning calm waters into engines of sustainable growth.
by Ifham Nizam
-
News6 days agoTreasury chief’s citizenship details sought from Australia
-
News5 days agoRooftop Solar at Crossroads as Sri Lanka Shifts to Distributed Energy Future
-
News4 days ago“Three-in-one blood pressure pill can significantly reduce risk of recurrent strokes”
-
News7 days agoGovt. assures UN of readiness to introduce ‘vetting process’ for troops on overseas missions
-
Business7 days agoADB-backed grid upgrade tender signals next phase of Sri Lanka’s energy transition
-
News6 days agoCentral Province one before last in AL results
-
Sports6 days agoWell done AKD!
-
Business7 days agoUpdate on independent forensic review




