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
I just wanted to get it stamped: A seven-hour stamp at DIE
There is a short story by Gabriel García Márquez, Nobel laureate, master of the human comedy and its agonies, called “I Just Want to Use the Telephone.” A woman breaks down on a Spanish highway, hitches a lift to the nearest town, and simply wants to make a telephone call to tell her husband she will be late. What follows is a Kafkaesque nightmare of misunderstanding, and catastrophic bureaucratic misinterpretation that swallows her whole life. She ends up committed to an asylum. She never makes the call.
Another Nobel laureate, Milan Kundera’s The Joke, in which a Czech student writes a postcard with a harmless witticism, and the machinery of misinterpretation grinds his entire existence to dust. Two writers, two languages, two very different political contexts, and the same essential theme: the terrifying consequences of systems that refuse to think, administered by officials who refuse to listen, imposed on individuals who simply wanted something simple and ordinary.
I thought of both of them, sitting in Room 20 of the Department of Immigration and Emigration (DIE) in Battaramulla, on a perfectly ordinary morning, waiting. I just wanted to get it stamped.
The Stamp
The matter was, on its face, trivially simple. My passport carries an information page stating it is valid until 30 March 2028. It also carries, on the following page, an endorsement, a condition, restricting the passport’s validity to five years, expiring 30 March 2023. This restriction had been imposed, I was informed, because at the time of issuance I did not possess a National Identity Card (NIC) issued by the Department of Registration of Persons (DRP). Once I obtained the NIC, I was told, the condition could be cancelled by a simple further stamp. A straightforward administrative correction. A bureaucratic afterthought.
So, I arrived at the Department of Immigration and Emigration, the DIE, an acronym one cannot help but notice carries its own dark poetry, with the relevant form, the relevant fee, and my NIC. I submitted my application at approximately nine o’clock in the morning. The officer directed me to wait. I waited.
Modern technology is a mercy in such moments. The smartphone, that great time killer, allows us to read, to write, to attend to correspondence, to think. I attended to productive work. The waiting room filled and thinned and filled again around me. The morning gave way to afternoon.
The call came at around four o’clock in the afternoon, a full seven hours, hungry, thirsty, anxious waiting, for a stamp. My NIC had been referred for verification to the DRP which is located in the same building, different floor though, the verification had taken seven hours to travel vertically between floors and return. My passport was finally stamped. The restricting condition was cancelled. I was free to go. Seven hours. One building. Two floors. A stamp.
The Geography of Absurdity
Let us be precise about the geometry of this situation, because precision is what bureaucracy demands of citizens while refusing it for itself.
The information that one department needed from the other, confirmation that a national identity card bearing a specific number belonged to a specific person, is information that both departments already hold, in files, in databases, in the digital records that both institutions have been building for years.
That information was not retrieved electronically. It was not confirmed through an intranet query that would have taken thirty seconds. It was not verified through any of the digital systems that Sri Lanka’s Digital National Strategy 2030 promises to build, or that the World Bank’s $50 million Digital Transformation Project, approved in December 2025, is supposed to finance, or that President Dissanayake, who is himself the minister responsible for digitisation, has repeatedly pledged to accelerate. The information was physically transported, on paper or on foot or through some process that consumed seven hours, between two offices in the same building.
A Retired Banker’s Letter and a Nation’s Pattern
I am not alone in this observation, and I am not the first to make it in print. A well-known retired banker wrote to the letters pages of a national newspaper not long ago with a complaint that has since circulated widely among the professional and business community. His concern was the unnecessary duplication of bureaucratic processes in Sri Lanka’s government agencies, the requirement to submit the same information repeatedly to different departments that have no mechanism for sharing it with each other.
His example was instructive: a company that changes its registered address must deal separately with the Registrar of Companies (RC) and the Inland Revenue Department (IRD), resubmitting information that both institutions already hold. Two forms, two queues, two sets of fees, two sets of officials who will each process the same fact, that the company has moved, in complete ignorance of the other’s proceedings. He contrasted this with South Korea, where customs efficiency and trade facilitation have been systematically modernised, and where single-window processes allow firms to submit information once and have it flow automatically to all relevant authorities.
The contrast is not merely between administrative cultures. It is between two different philosophies of what government is for. In the South Korean conception, and in Singapore’s, and in Estonia’s, and in the many countries that have successfully digitised their public services, government exists to process the citizen’s legitimate needs with minimum friction. In the Sri Lankan conception, as it is actually practised rather than rhetorically proclaimed, the citizen exists to process the government’s requirements, repeatedly, in person, in queues, with multiple original documents, at multiple counters, on multiple occasions, regardless of how many times the same information has already been submitted.
This is not a trivial inconvenience. It is a structural tax on every productive citizen and every legitimate enterprise in the country.
The Rhetoric and the Reality
Digitalisation is, on paper, precisely the intervention that would have prevented my seven-hour wait: a delay that a single intranet query, a database check, or a digital confirmation could have eliminated. The technology is not exotic. The conceptual framework already exists. The international funding is arriving (USD50 Mn from the World Bank). The President has made the speeches.
That lagging did not happen because Sri Lanka lacked talent, the Senior Advisor to the President on Digitalization, Dr. Hans Wijayasuriya, has stated that Sri Lanka already possesses 75% of the necessary skills to build a strong digital economy. It happened because institutional culture, interdepartmental rivalry, and the chronic prioritisation of process over outcome have conspired to keep the citizen in the queue long after the queue should have ceased to exist.
The Innocent and the System
Here is the cruellest feature of the Sri Lankan bureaucratic condition, and the one that García Márquez and Kundera both understood with novelist’s precision: the systems are designed, or have calcified into designs, that punish the innocent for the sins of the guilty.
The five-year restriction on my passport existed because some applicants, in the past, had submitted fraudulent identity documents to obtain passports. The solution was to restrict all passports issued without NIC verification, regardless of the individual applicant’s circumstances, regardless of whether there was any evidence of fraud, regardless of the disproportionate cost imposed on genuine citizens. A few bad actors found a loophole. The system’s response was to close the loophole by inconveniencing everyone else, permanently, until they proved themselves worthy of having the loophole closed in their particular case.
This is the bureaucratic logic that produced the waiting room in Battaramulla. It is also the logic that produced the multiple-submission requirement for company address changes, and the interminable queue at every government counter in every district of the island. The system never trusts the citizen. The citizen must always prove, again and again, what has already been proved. And the cost of that proof, in time, in money, in lost productive hours, in the quiet erosion of civic dignity, is paid not by the officials who designed the system, nor by the fraudsters whose behaviour prompted it, but by the ordinary person who just wanted something simple.
What a Stamp Can Tell You About a Nation
There is a measure used by international organisations to assess the quality of governance in a given country. It asks, among other things, how many days it takes to start a business, how many procedures are required to register property, how many agencies a citizen must visit to accomplish a routine administrative task. Sri Lanka’s scores on these measures have been a source of persistent embarrassment.
The first is genuine inter-agency data sharing, not a pilot project, not a working committee, not a memorandum of understanding that sits unimplemented, but a functioning intranet infrastructure through which the DRP’s identity records are accessible to the DIE, through which the RC’s records are accessible to the IRD, through which the citizen’s information, once submitted anywhere in the system, does not need to be submitted again. The World Bank project promises exactly this. It must be delivered.
The second is a single-window principle applied without exception to all citizen services. If a process requires verification from another agency, that verification is the government’s problem to obtain, not the citizens’. The citizen submits once. The system talks to itself.
The third, and this is the hardest, because it requires not technology but culture, is the genuine subordination of process to outcome. The process exists to serve the citizen’s legitimate need. When it ceases to do so, the process is broken, not the citizen.
García Márquez’s woman never made her telephone call.
Kundera’s student never recovered from his postcard joke.
I got my stamp — eventually.
(The writer, a senior Chartered Accountant and professional banker, is Professor at SLIIT, Malabe. The views and opinions expressed in this article are personal.)
Features
Sri Lanka’s vanishing wetlands put elusive otter under growing threat
The world marked World Otter Day 2026 recently. Conservationists are warning that Sri Lanka’s rapidly disappearing wetlands, polluted waterways and unplanned development are placing increasing pressure on one of the island’s most elusive freshwater predators, the Eurasian otter (Lutra lutra).
The species, locally known as “Diya Balla”, is the only otter found in Sri Lanka and is regarded as a key indicator of healthy freshwater ecosystems. Yet despite its ecological importance, experts say the animal remains poorly studied and largely overlooked in national conservation planning.
Naturalist and conservationist Chaminda Jayasekara, who has spent years documenting otters in Sri Lanka, said the species is facing mounting environmental pressures across the island.
Speaking to The Island, Jayasekara said habitat destruction, chemical pollution, road kills, sand mining, and increasing human disturbance are fragmenting the waterways on which otters depend.
“Otters are extremely sensitive animals. When wetlands are degraded or rivers become polluted, they disappear very quickly. Their survival is directly linked to the health of freshwater ecosystems,” he said.
Jayasekara, who specialised in MSc Environmental Management at the University of Hertfordshire, noted that while the species has been recorded across Sri Lanka’s wet zone, dry zone and coastal wetlands, scientific data on population numbers and distribution remain limited.
According to him, the decline of wetlands has become one of the most serious environmental issues facing Sri Lanka. Marshes, mangroves, irrigation tanks and riverine habitats are increasingly being altered by urban expansion, tourism infrastructure, encroachment and agricultural runoff.
He warns that the loss of these habitats not only threatens otters, but also weakens flood control systems, freshwater security and biodiversity resilience at a time when climate-related disasters are becoming more frequent.
Jayasekara said otters play a vital ecological role by helping maintain balanced fish populations and healthy aquatic ecosystems.
“When otters thrive, it tells us the river system is functioning properly. Their presence is a sign that water quality, fish diversity and habitat conditions remain healthy,” he explained.
One of the best-known locations for otter sightings in Sri Lanka is Aranga Pond, within the Horton Plains National Park, where the species has adapted to the island’s cold montane ecosystem.
However, conservationists stress that even protected areas are not immune to broader environmental degradation occurring outside park boundaries.
Jayasekara’s own work on otters gained prominence through long-term conservation efforts at Jetwing Vil Uyana, where a former degraded chena landscape was restored into a functioning wetland ecosystem.
The restored habitat eventually attracted Eurasian otters, fishing cats, grey slender lorises and numerous wetland bird species.
Over 14 years, Jayasekara carried out field observations, camera trapping and awareness programmes involving hotel staff, surrounding schools and local communities.
“What happened at Vil Uyana clearly showed that habitat restoration works. If degraded ecosystems are given time to recover, wildlife can return naturally,” he said.
He added that wetland restoration should become a central component of Sri Lanka’s environmental policy, particularly as climate change intensifies droughts, floods and biodiversity loss.

Chaminda collecting scat for research purposes in Sigiriya
He says wetlands are among the planet’s most productive ecosystems, functioning as natural water filters and carbon sinks while providing breeding grounds for fish, amphibians and aquatic mammals.
Yet globally, wetlands are disappearing at an alarming rate, and Sri Lanka is no exception.
Conservation groups have repeatedly warned that illegal waste disposal, pesticide contamination and poorly planned infrastructure projects are severely affecting freshwater ecosystems throughout the country.
Jayasekara also highlighted the importance of stronger environmental education and community participation in conservation.
“Awareness is still very limited. Many people living close to wetlands do not realise the ecological importance of otters or the threats they face,” he said.
According to him, involving local communities in conservation monitoring is essential if Sri Lanka hopes to safeguard the species in the long term.
He also pointed to the growing international interest in otter conservation.
In November 2025, Jayasekara represented Sri Lanka at the International Eurasian Otter Conservation Workshop held at Colchester Zoo and organised by the International Otter Survival Fund.
The workshop brought together nearly 100 researchers, conservationists and wildlife experts from 33 countries to discuss emerging threats facing Eurasian otter populations.
Jayasekara presented Sri Lanka’s experience under the theme Rewilding Through Hospitality, focusing on how habitat restoration and sustainable tourism practices at Vil Uyana contributed to otter conservation.
“The international response was extremely encouraging. Many delegates were surprised that a tourism property in Sri Lanka had quietly carried out wetland conservation work for more than a decade,” he said.
Discussions at the workshop also examined wider environmental concerns including river pollution, declining fish stocks, illegal killings and habitat fragmentation affecting otter populations across Europe and Asia.
New conservation technologies such as AI-assisted wildlife tracking and environmental DNA surveys were also highlighted as emerging tools for monitoring elusive species.
Jayasekara said Sri Lanka urgently requires more scientific surveys, stronger environmental law enforcement and greater investment in freshwater conservation research.
He warned that unless wetlands and waterways are protected, several lesser-known freshwater species could face severe decline in the coming decades.
Environmentalists say otter conservation should not be viewed in isolation but as part of a broader effort to protect entire freshwater ecosystems that millions of Sri Lankans depend on for drinking water, irrigation and livelihoods.
He further noted that healthy wetlands also strengthen climate resilience by absorbing floodwaters, reducing soil erosion and supporting groundwater recharge.
As Sri Lanka experiences increasingly erratic weather patterns linked to climate change, conservationists argue that protecting wetlands is becoming both an ecological and economic necessity.
Jayasekara believes Sri Lanka still has an opportunity to become a regional example in balancing tourism, biodiversity conservation and habitat restoration.
“The otter teaches us an important lesson,” he said. “If rivers are protected and wetlands are respected, nature has an incredible ability to recover.”
This year’s observance of World Otter Day 2026 is, therefore, serving not only as a celebration of one of the world’s most charismatic mammals, but also as a reminder of the urgent need to conserve the fragile freshwater ecosystems upon which both wildlife and human communities ultimately depend.

Eurasian otter
By Ifham Nizam
Features
Malaiyaha Tamil people: Healing the Oldest Wound of Independence
In their Vesak messages this year, President Anura Kumara Dissanayake and Prime Minister Harini Amarasuriya highlighted the values of reconciliation, coexistence and justice as essential to Sri Lanka’s future. President Dissanayake emphasised that Buddhism’s teachings remain deeply relevant to contemporary society and described Vesak as a symbol of “mutual understanding, unity and coexistence among all communities” and of reconciliation itself. Prime Minister Amarasuriya similarly called for the building of a society in which justice is assured to all irrespective of caste, race or religion. These messages were not merely religious aspirations, they were a direct challenge to the most serious failures in Sri Lanka’s post-independence history. These include the three-decade-long war, its human rights violations and the inability to implement a political solution.
These have been and continue to be the challenges that have prevented Sri Lanka from reaching its full potential. Added to this have been the persistence of social and economic inequalities that continue to marginalise communities at the bottom of the social hierarchy. One of the most enduring examples of such injustice is the experience of the Malaiyaha Tamil community. The scale of the original exclusion is worth understanding clearly. According to the 1946 Census, the Malaiyaha Tamil community numbered approximately 780,600 persons and constituted 11.73 percent of the country’s population making them the second largest ethnic community, larger than the Sri Lankan Tamil community who numbered 733,700 or 11.02 percent of the population at the time
The denial of citizenship and voting rights to the Malaiyaha Tamil community was the first major injustice inflicted on an ethnic minority in post-independence Sri Lanka. The consequences were devastating and long-lasting. A community that had contributed enormously to the country’s economy through its labour on the plantations was excluded from political participation and denied basic rights. This was a political and moral failure that cast a long shadow over the country’s post-independence history. Responsibility for that injustice needs to be shared widely. Political leaders across ethnic lines failed to resist it. The result was the marginalisation of a community whose contribution to national prosperity far exceeded the recognition it received. Today, nearly eight decades later, Sri Lanka has an opportunity to correct that historic wrong but only if economic reform is matched by genuine social inclusion.
Longstanding Grievances
The NPP government has repeatedly acknowledged the need to address the longstanding grievances of the Malaiyaha Tamil people. In its election manifesto, the NPP pledged to improve living conditions in plantation areas, strengthen land and housing rights, ensure equal access to education and public services, and integrate plantation communities more fully into national development. The NPP’s Nuwara Eliya Declaration of 2023 similarly recognised that the plantation community had suffered generations of exclusion and promised measures to address disparities in housing, land ownership, infrastructure, education and economic opportunity. The need for such action is plain to see. While citizenship issues have largely been resolved over time, the socio-economic consequences of decades of exclusion remain deeply entrenched and continue to shape daily life in plantation communities. A conference organised by the Institute of Social Development to mark International Tea Day on May 21 at the BMICH brought out this and many other salient issues. Headed by P Muthulingam the organisation has advocated for the rights of the Malaiyaha Tamil people for the past 35 years to be equal citizens who enjoy social and economic justice.
The central problem facing many plantation workers is the low level of income they receive. Daily wages remain among the lowest in the country relative to the difficulty and intensity of the work. Plantation labour continues to depend heavily on methods that have changed little over generations. Productivity remains low compared to competing tea-producing countries — not because workers lack capability, but because sustained investment in their welfare, skills and economic mobility has been withheld. Workers consequently remain trapped in a cycle of low wages and limited economic mobility. Their housing situation compounds these difficulties. Many plantation families continue to live in housing owned either by plantation companies or the state. Lack of secure ownership limits their ability to accumulate assets, access credit or make independent decisions regarding their future. When Cyclone Ditwah damaged plantation housing, it exposed the inability of those living in that housing to access state compensation as they did not own the housing in which they lived.
The problems extend beyond the central highlands. Plantation workers living in private estates and smallholdings in other parts of the country face similar challenges. A recent Amnesty International report documented serious abuses affecting Malaiyaha Tamil workers in private tea estates in the Southern Province. These include wage withholding, debt dependency, restrictions on movement and intimidation and practices the report argued correspond to internationally recognised indicators of forced labour. These findings are not peripheral. They reveal that the structural exclusion of the Malaiyaha Tamil community is not a relic of the past but an active, ongoing condition. Economic vulnerability and social marginalisation continue to leave many plantation workers without effective protection or access to justice. It is against this backdrop that the government’s recent plantation reform initiative assumes special significance.
Second Phase
The government has announced the second phase of a programme to make underutilised plantation lands and assets available for investment. The objective is to transform underperforming assets into productive enterprises capable of generating employment, attracting investment and revitalising regional economies. The programme seeks to modernise the plantation sector, improve productivity and create new opportunities in tourism, renewable energy and export-oriented industries. These objectives are necessary and welcome. However, economic reform alone will not be sufficient and Sri Lanka’s own history provides the warning. Previous rounds of plantation modernisation pursued productivity gains without addressing the structural disempowerment of the people at the centre of the industry. The result was investment that generated wealth without distributing it. The workers who produced the wealth were once again treated as labour inputs rather than as beneficiaries. If the current reform follows the same logic, it risks reproducing the same failure.
For reform to succeed, plantation workers must be recognised not merely as a labour force but as stakeholders with rights, aspirations and a legitimate claim to share in the benefits of development. Housing ownership, secure land tenure, quality education, vocational training and entrepreneurship need to be built into the reform process from the outset. The government’s commitments to the Malaiyaha Tamil community therefore need to be incorporated into every stage of the reform process. On the contentious question of land, the government should consider establishing an independent national land commission. Such a body should include respected government officials, professionals and representatives from all ethnic and religious communities. It should review land policy comprehensively, develop transparent principles for allocation and use, ensure fairness in decision making and provide a trusted mechanism for resolving disputes. A credible land commission would help build public confidence that land reforms are being undertaken in the national interest rather than for the benefit of particular groups.
The correction of historic injustices should not be viewed as a concession to one community. It should be understood as an investment in national unity, because societies do not become stronger by maintaining the exclusion of those they have wronged. On the contrary, they become stronger by ending it. The first great injustice committed against an ethnic minority after independence cannot be undone. But its consequences can be addressed, and doing so would strengthen reconciliation, enhance social cohesion and bring Sri Lanka closer to the vision of a country in which all communities live with equal dignity and equal hope. This is what the Vesak messages of the President and Prime Minister promised. The plantation reform now underway is the moment to make good on that promise not in words alone, but in sustained policy that endures beyond any single government and reaches the people who have waited longest for it.
by Jehan Perera
-
News4 days agoIMF urges Lanka not to meddle with exchange rate
-
Business5 days agoSri Lanka’s construction industry losing ground while no one watches
-
Business2 days agoIMF’s unstated rate:Sri Lanka’s $695m loan costs about 5.33% per annum
-
News4 days agoState of emergency extended
-
Features5 days agoThe Division Bell Mystery
-
News2 days agoUNP challenges NPP move to amend Vihara – Devalagam Act
-
Features3 days agoAre threats to Buddha Sasana external or from within?
-
News6 days agoRTI query of Ditwah funds: Presidential Secretariat mum on key questions
