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LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 33

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My stint at Dankotuwa Porcelain – Episode 1

A directorship that nobody wanted

As I mentioned in a previous episode, my involvement with Dankotuwa Porcelain came about almost by accident. Looking back, it sometimes feels as if events were guided by some unseen hand. When I was appointed Chairman of the Employees’ Trust Fund (ETF) Board in May 1989, one of my early responsibilities was to reconstitute the nominee directors of the companies in which the ETF had invested.

The Secretary to the Ministry had already opted to take the directorship of Sampath Bank, a very attractive appointment. At a Board meeting, we discussed the remaining companies for which ETF nominees needed to be changed. I invited the other directors to take their pick first. Naturally, all the profitable and prestigious companies were quickly chosen.

That left one company without any takers — Dankotuwa Porcelain. At that time, Dankotuwa Porcelain had been running at a loss and had even been closed for a period. Nobody wanted to be associated with a struggling enterprise. Since I had developed an interest in ceramics during my earlier tenure as General Manager of the Ceylon Ceramics Corporation, before joining the ETF Board, I volunteered to take on the directorship myself.

The Chairman of Dankotuwa Porcelain at that time was Dr A. C. Randeni, a Central Banker who was both energetic and visionary. He had already begun the difficult task of turning the company around. The Board was well-balanced, consisting of industry leaders, government officials, and academics. The Chief Executive Officer, Mr Jagath Pieris, was both an engineer and an accountant — a rare combination — and he complemented the Chairman’s vision very well.

Within a short time, the company began to show signs of recovery. Profits improved, and the welfare facilities for workers were among the best in the industry.

A few months later, Dr Randeni invited me to lunch at a five-star hotel. During the meal, he disclosed that he had received an invitation from the World Bank to serve as a consultant to the Central Bank of a Pacific island country. Since his substantive position was in the Central Bank of Sri Lanka, he would have to leave Dankotuwa Porcelain.

He then asked me a question that surprised me. Would I be willing to take over the Chairmanship? He explained that during Board meetings, he had observed that both of us saw eye to eye on many important matters. If he left without a suitable successor, there was a risk that the Government might appoint a political nominee who could undo all the progress made so far.

I agreed in principle, but there was a complication. According to a Cabinet decision made earlier, when the Ceylon Ceramics Corporation sold its shares to the ETF Board — after CCC was unable to service the loan taken to establish Dankotuwa Porcelain — the appointment of the Chairman had to be approved jointly by the Minister of Finance and the Minister of Labour.

Fortunately for me, at that time Hon. D. B. Wijetunga held both portfolios, as he was the Finance Minister and also acting Minister of Labour. Since the ETF came under the Ministry of Labour, he signed for both ministries, and I was formally appointed non-executive Chairman.

Thus began one of the most interesting chapters of my career.

Privatisation of the company

When Dr Randeni handed over the reins to me, he warned that my tenure might be short-lived. The Government had already decided that Dankotuwa Porcelain would be sold under the privatisation programme that was then being implemented.

During this period, our Japanese technical and marketing partners invited me to visit the New York Tabletop Show, telling me, quite frankly, that I had no idea what the world’s top tableware brands looked like.

My visit to New York was a real eye-opener. I was astonished by the variety of shapes, the elegance of the designs, the quality of the finish, and the sophistication of the displays. I realised immediately how far the global market had progressed.

As soon as I returned to Sri Lanka, I organised a Tabletop Show in Colombo, with the assistance of an expert in table arrangement. I also made the strategic decision to invite Mrs Hema Premadasa (the First Lady) as the Chief Guest, and we used the media to generate significant publicity for the event.

About a week before the show, I was summoned by the Secretary to the Ministry of Labour. He had bad news. I was instructed to cancel the show.

The reason given was that the Government was in the process of privatising Dankotuwa Porcelain, and that my efforts to showcase the company’s capabilities would contradict the official position that it was in bad shape. In other words, the show would make the company look too good.

I refused to cancel it. Invitations had already been sent, arrangements were complete, and cancelling would have been embarrassing — especially to the Chief Guest. The show went ahead as planned.

For the first time, many Sri Lankans saw high-quality porcelain displayed in world-class table settings. Interestingly, all the designs we exhibited had been supplied by foreign customers. None were original Sri Lankan designs, which was a lesson in itself.

From that point onward, the Government began to treat me as someone who was obstructing the privatisation programme. I was quietly sidelined. A senior official even told me that I had been removed from the committee evaluating the company’s offers.

Soon afterwards, an advertisement appeared in the newspapers stating that Dankotuwa Porcelain was for sale and inviting interested parties to visit the factory. I had not even been consulted.

I immediately wrote to the Ministry of Finance, pointing out that we were an OEM manufacturer designing products for foreign customers and that allowing unknown parties to walk through the factory could violate strict confidentiality agreements.

The response I received was a warning. I was told that I was very close to being removed not only from Dankotuwa Porcelain, but even from my position as Chairman of the ETF Board, and that I might soon be summoned by the President. I replied that I was prepared for any eventuality.

Fortunately, the Secretary of my line Ministry was more understanding. He arranged an appointment with the President and took me along. I explained the situation and stressed that the privatisation process must be transparent and in the company’s best interests.

The President listened carefully and asked me to draft a fresh advertisement. The new advertisement appeared in the newspapers, with a note stating that the previous one had been withdrawn. In a small way, this was a victory.

I also suggested that, if the Government really wanted a world-class investor, the sale should be advertised internationally rather than only in local newspapers. This suggestion too was accepted.

Sometime later, I was summoned to the Industries Ministry at 7.00 in the morning to help finalise the Cabinet paper to select the successful bidder. A consortium of three Japanese companies was chosen.

The Transfer – Managing the Change

Having studied change management during my MBA, I was determined that the transition should be smooth and orderly.

Months before the transfer, I addressed the entire workforce and explained the Government’s decision. I told them why we needed foreign technical expertise, why international marketing links were essential, and why we should make a good impression on prospective buyers when they visited the factory.

I consciously applied David Nadler’s change management framework.

First, I created dissatisfaction with the present state of affairs.
Then I built a vision of the future under new investors.
Finally, I involved the employees in the change.

We even conducted workshops to explain what shareholding meant and how shares are traded on the stock market. Under the privatisation scheme, employees were to receive free shares equivalent to ten per cent of the share capital, based on their years of service, and the company was to be listed on the Colombo Stock Exchange.

Because of this careful preparation, the transition was remarkably smooth. At that time, several other privatisations were underway, some accompanied by protests and even violence. In contrast, the Dankotuwa transfer was later studied by an international organisation as one of the most orderly and successful examples.

Political Interference Begins

However, a new challenge soon emerged. Some politicians in the area believed that once a company was privatised, they were free to interfere in its affairs. They assumed that government rules no longer applied and that they could demand favours for their supporters.

One politician even told me openly that he had been informed that the purpose of privatisation was to place political supporters on company boards and obtain benefits for constituents. As Chairman, I found myself spending long hours resisting such demands.

One incident remains very clear in my memory. After the Japanese took control, a Minister from the area wanted one of our managers transferred to another division for reasons unrelated to the company’s needs. The Japanese directors refused firmly.

When I conveyed this to the Minister, he became extremely angry and said to me, “If you cannot send him to another division, I will send him to another world.” I understood the threat’s meaning, but the Japanese remained calm and confident that nothing would happen.

There were several such incidents, and handling them required patience, diplomacy, and sometimes courage.

The Japanese Take Over

The Japanese investors paid promptly and signed a shareholders’ agreement with the ETF Board. They visited the factory ceremonially and were warmly welcomed by the employees.

They requested that I remain as non-executive Chairman, although some of the other directors had to resign. Five Japanese directors joined the Board, but only one or two were stationed permanently in Sri Lanka.

I noticed their very close working method. During discussions, they would sit quietly, listen carefully, and write down every detail. Nothing escaped their attention.

An expansion programme was launched, and the factory capacity increased significantly. We were able to utilise the new capacity fully because our products were competitive at the higher quality level demanded by international buyers. Through our Japanese connections, we began supplying Macy’s Department Store in the United States and established several other profitable relationships.

A Japanese technical expert also helped improve our quality standards, and we began positioning ourselves as a top-tier producer of porcelain. There was one small scare when the union staged a one-day token strike over a minor issue. Later, I was told that this was a deliberate show of strength intended to remind the Japanese that the union could not be ignored.

Fortunately, the situation settled quickly.

The Change of Government

As the 1994 change of Government approached, I realised that my position would not remain secure. Once I ceased to be Chairman of the ETF Board, I would also lose my place as a nominee director of Dankotuwa Porcelain.

The Japanese, however, wanted me to remain and appointed me as their nominee director. Unfortunately, this arrangement did not prevent the difficulties that followed. A senior Minister wanted his own nominee to become Chairman. When the Japanese refused, he invited them to dinner and insisted on the appointment. When they still declined, he left, saying:

“Then don’t complain if there is industrial unrest in the company.”

The Japanese contacted me and asked what should be done. They said they wanted me to remain Chairman. My advice surprised them.

I told them that the company must come first, and that I was dispensable. I suggested that they agree to the Minister’s request to protect the company.

They offered to make me Vice-Chairman. I refused. They offered to appoint me as a full-time consultant on their payroll. I refused that too. At the next Board meeting, I said what I had to say, resigned, and left.

I felt satisfied that during my tenure, the company had gained international recognition. When I first became Chairman, banks were reluctant to deal with us. By the time I left, several banks were competing to offer facilities.

Even after I stepped down, the Japanese directors kept in touch and occasionally sought my advice.

In the next episode, I will describe the rest of the story — and how, quite unexpectedly, I returned once again as Chairman.

Sunil G. Wijesinha

Consultant on Productivity and Japanese Management Techniques
Former Chairman / Director of several listed and unlisted companies

Recipient of the APO Regional Award for Promoting Productivity in the Asia-Pacific Region
Recipient of the Order of the Rising Sun, Gold and Silver Rays – Government of Japan
Email: bizex.seminarsandconsulting@gmail.com

By Sunil G. Wijesinha



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Mannar’s silent skies: Migratory Flamingos fall victim to power lines amid Wind Farm dispute

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Victims: Flamingos / Birds found dead in Mannar

By Ifham Nizam

A fresh wave of concern has gripped conservationists following the reported deaths of migratory flamingos within the Vankalai Sanctuary—a globally recognised bird habitat—raising urgent questions about the ecological cost of large-scale renewable energy projects in the region.

The incident comes at a time when a fundamental rights petition, challenging the proposed wind power project, linked to India’s Adani Group, remains under examination before the Supreme Court, with environmental groups warning that the very risks they highlighted are now materialising.

At least two flamingos—believed to be part of the iconic migratory flocks that travel thousands of kilometres to reach Sri Lanka—were found dead after entanglement with high-tension transmission lines running across the sanctuary. Another bird was reportedly struggling for survival.

Professor Sampath Seneviratne, a leading ornithologist, expressed deep concern over the development, noting that such incidents are not isolated but indicative of a broader and predictable threat.

“These migratory birds depend on specific flyways that have remained unchanged for centuries. When high-risk infrastructure, like poorly planned power lines, intersect these routes, collisions become inevitable,” he said. “What we are witnessing now could be just the beginning if proper mitigation measures are not urgently implemented.”

Environmentalists argue that the Mannar region—particularly the Vankalai wetland complex—is one of the most critical stopover sites in South Asia for migratory waterbirds, including flamingos, pelicans, and various species of waders. The sanctuary’s ecological value has also supported a niche with growing eco-tourism sector, drawing birdwatchers from around the world.

Executive Director of the Centre for Environmental Justice, Dilena Pathragoda, said the incident underscores the urgency of judicial intervention and stricter environmental oversight.

“This tragedy is a direct consequence of ignoring scientifically established environmental safeguards. We have already raised these concerns before court, particularly regarding the location of transmission infrastructure within sensitive bird habitats,” Pathragoda said.

“Renewable energy cannot be pursued in isolation from ecological responsibility. If due process and proper environmental impact assessments are bypassed or diluted, then such losses are inevitable.”

Conservation groups have long cautioned that the installation of wind turbines and associated grid infrastructure—especially overhead transmission lines—within or near sensitive habitats could transform these landscapes into lethal zones for avifauna.

An environmental activist involved in the ongoing legal challenge said the latest deaths validate earlier warnings.

“This is exactly what we feared. Development is necessary, but not at the cost of biodiversity. When projects of this scale proceed without adequate ecological assessments and safeguards, the consequences are irreversible,” the activist stressed.

The debate has once again brought into focus the delicate balance between renewable energy expansion and biodiversity conservation. While wind energy is widely promoted as a clean alternative to fossil fuels, experts caution that “green” does not automatically mean “harmless.”

Professor Seneviratne emphasised that solutions do exist, including rerouting transmission lines, installing bird diverters, and conducting comprehensive migratory pathway studies prior to project approval.

“Globally, there are well-established mitigation strategies. The issue here is not the absence of knowledge, but the failure to apply it effectively,” he noted.

The timing of the incident is particularly worrying. Migratory flamingos typically remain in Sri Lanka until late April or May before embarking on their return journeys. Conservationists warn that if hazards remain unaddressed, larger flocks could face similar risks in the coming weeks.

Beyond ecological implications, experts also highlight potential economic fallout. Wildlife tourism—especially birdwatching—contributes significantly to local livelihoods in Mannar.

 Repeated reports of bird deaths could deter eco-conscious travellers and damage the region’s reputation as a safe haven for migratory species.

Environmentalists are now calling for immediate intervention by authorities, including a temporary halt to high-risk operations in sensitive zones, pending a thorough environmental review.

They stress that protecting animal movement corridors—whether elephant migration routes or avian flyways—is a fundamental pillar of modern conservation.

As the controversy unfolds, one question looms large: can Sri Lanka pursue sustainable energy without sacrificing the very natural heritage that defines it?

Pathragoda added that for now, the sight of fallen flamingos in Mannar stands as a stark reminder that development, if not carefully planned, can carry a heavy and irreversible cost.

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‘Weaponizing’ religion in the pursuit of power

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President Donald Trump; miscalculating in M-E / Ayatollah Khomeini; Architect of Iranian Revolution

A picture of US President Donald Trump apparently being prayed for by supporters, appearing in sections of the international media, said it all loud and clear. That is, religion is being flagrantly leveraged or prostituted by politicians single-mindedly bent on furthering their power aspirations.

Although in the case of the US President the trend took on may be an exceptionally graphic or dramatic form, the ‘weaponizing’ of religion is nothing particularly new, nor is it confined to only religiously conservative sections of the West. For example, in South Asia it is an integral part of politics. The ‘South Asian Eight’ are notorious for it and it could be unreservedly stated that in Sri Lanka, the latter’s ethnic conflict would be more amenable to resolution if religion was not made a potent weapon by ambitious politicians of particularly the country’s South.

The more enlightened sections of Christian believers in the US may not have been able to contain their consternation at the sight of the US President apparently being ‘blessed’ by pastors claiming adherence to Christianity. Any human is entitled to be blessed but not if he is leading his country to war without exhausting all the options at his disposal to end the relevant conflict by peaceful means.

More compounded would be his problem if his directives lead to the death of civilians in the hundreds. In the latter case he is stringently accountable for the spilling of civilian blood, that is, the committing of war crimes.

However, the US along with Israel did just that in the recent bombings of Iran, for instance. The majority of the lives lost were those of civilians. If the US President is endowed with a Christian conscience he would have paused to consider that he is guilty of ordering the taking of the life of another human which is forbidden in the teachings of Jesus Christ.

Moreover, the ‘pastors’ praying over the US President should have thought on the above lines as well. May be they were in an effort to curry the President’s favour which is as blame-worthy as legitimizing in some form the taking of civilian lives. Apparently, the realisation is not dawning on all Christian conservatives of the US that some of these ‘pastors’ could very well be the proverbial false prophets and the latter are almost everywhere, even in far distant Sri Lanka.

However, the political reality ‘on the ground’ is that the Christian Right is a stable support base of the Republican Right in the US. Considering this it should not come as a surprise to the seasoned political watcher if the Christian Right, read Christian fundamentalists, are hand-in-glove, so to speak, with President Trump. But it is a scathing indictment on these rightist sections that they are all for perpetrating war and destruction and not for the fostering of peace and reconciliation. Ideally, they should have impressed on their President the dire need to make peace.

That said, political commentators should consider it incumbent on themselves to point out that religion is being ‘weaponized’ in Iran as well. Theocratic rule in Iran has been essentially all about perpetuating the power of the clerical class. The reasons that led to the Islamic Revolution in Iran are complex and the indiscreet Westernization of Iran under the Shah dynasty is one of these but one would have expected Iran to develop from then on into a multi-party, pluralistic democratic state where people would be enjoying their fundamental rights, as enshrined in the Universal Declaration of Human Rights, for example.

Moreover, Iran should have taken it upon itself to be a champion of world peace, in keeping with its Islamic credentials. But some past regimes in Iran had vowed to virtually bomb Israel out of existence and such regional policy trajectories could only bring perpetual conflict and war. Considering the current state of the Middle East it could be said that the unfettered playing out of these animosities is leading the region and the world to ‘reap the whirlwind’, having recklessly ‘sowed the wind’.

However, religious fundamentalism-inspired conflict and war has spread well beyond the Middle East into almost every region since 1979, the year of the Islamic Revolution in Iran. So much so, knowledgeable opinion now points out that religious identity has come to replace nationalism as a principal shaper of international politics or “geopolitics”, as quite a few sections misleadingly and incorrectly term it.

Elaborating on the decisive influence of religious identity, the well known and far traveled Western journalist Patrick Cockburn says in his authoritative and comprehensive book titled, ‘The Age of Jihad – Islamic State and the Great War for the Middle East’ at page 428 in connection with the war in Chechnya ; ‘If nationalism was not entirely dead, it no longer provided the ideological glue necessary to hold together and motivate people who were fighting a war. Unlike the Islamic faith, it was no longer a belief or a badge of identity for which people would fight very hard.’ (The book in reference was published by VERSO, London and New York).

In his wide coverage of Jihadist Wars the world over Cockburn goes on to state that today a call from a cleric could motivate his followers to lay down no less than their lives for a cause championed by the former. The 9/11 catastrophe alone should convince the observer that this is indeed true.

However, as often pointed out in this column, there is no alternative but to foster peace and reconciliation if a world free of bloodshed and strife is what is being sought. Fortunately we are not short of illustrious persons from the East and West who have shone a light on how best to get to a degree of peace. Besides Mahatma Gandhi of India, who was the subject of this column last week, we have former President of Iran Mohammad Khatami, who made a case for a ‘Dialogue of Civilizations’ rather than a ‘Clash of Civilizations’.

The time is more than ripe to take a leaf from these illustrious personalities, for, the current state of war in the Middle East has raised the possibility of a war that could transcend regional boundaries. The antagonists are obliged to exhaust all the peaceful options with the assistance of the UN system. Besides, war cannot ever have the blessings of the sane.

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Venerable Rahula Thera’s 35-year green mission and national Namal Uyana

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Venerable Rahula Thera

It was 35 years ago, on March 28, 1991, that Venerable Rahula Thera, then a young monk, embarked on a journey to the Na forest in Ulpathagama, Palagama, in the Anuradhapura District. Today, three and a half decades later, this mission stands as living proof of the enduring bond between Buddhist philosophy and the natural world.

Marking the 35th year of this green mission, Rahula Thera’s relentless dedication has transformed the National Namal Uyana into an environmental landmark admired not only across Sri Lanka but around the globe, as well.

When studying the life of Venerable Rahula Thera, one cannot ignore the profound connection between Buddhism and the environment. Buddhism is a philosophy deeply attuned to nature. The historical use of the sacred “Na Ruka” by all four Buddhas: Mangala Buddha, Sumana Buddha, Revata Buddha, and Sobhita Buddha — for enlightenment —demonstrates that from time immemorial, Buddhism has maintained a sacred bond with the Na tree. From the birth of Siddhartha to his enlightenment, the propagation of the Dharma, and even the great Parinirvana, all of these milestones unfolded in verdant, living landscapes.

Venerable Rahula Thera did not embark on the Namal Uyana mission seeking government support or personal gain. His commitment sprang from a deep devotion to the Buddha’s teachings on grove cultivation. A grove cultivator is one who spreads compassion for nature. As the Vanaropa Sutta teaches:

Venerable Rahula Thera reclaimed Namal Uyana which was then under the control of timber smugglers and treasure hunters. The term “Wanawasi” does not merely mean living in a forest; it signifies finding rest and enlightenment through nature, free from the destructive roots of greed, sin, and delusion.

Another defining aspect of Venerable Rahula Thera’s 35-year mission is the purification of the human mind. He has consistently taught the thousands who visit Namal Uyana that a person who loves a tree will never harm another human being. As the Dhamma proclaims:

It is important to remember that Venerable Rahula Thera devoted his life, without fear, speaking the truth and taking necessary action, tirelessly advancing the national mission he began. From 1991 to the present, he has worked with every government elected by the people, maintaining impartiality and independence from political ideology. Yet, he never hesitated to raise his voice fearlessly against any individual, of any rank or party, who committed wrongdoing.

Religious and Social Mission

The National Namal Uyana is not merely a forest; it is a magnificent heritage site, dating back to ancient times. Scattered across the landscape are boundary walls, the remains of ancient monastery complexes, and stone carvings believed to date back to the reign of King Devanampiyatissa. In earlier centuries, this sacred land had served as a meditation sanctuary for hundreds of monks. The name “National Namal Uyana,” by which this ecological and archaeological treasure is known today, was introduced by Venerable Rahula Thera in 1991. The government’s later recognition of the site as the National Namal Uyana stands as a significant achievement for both religion and national heritage.

Venerable Rahula Thera is a monk who has lived a life of renunciation. A striking example of this is his decision not to assume the position of Chief Incumbent of the National Namal Uyana Viharaya, instead entrusting the temple to the Ramanna Nikaya and its trustees. In doing so, he set a precedent for the contemporary Sangha. The Thera himself stated that he was merely the trustee of Namal Uyana, not its owner.

Legacy and Continuing Inspiration

The 35th anniversary of Venerable Wanawasi Rahula Thera’s arrival at Namal Uyana is not merely the commemoration of a period of time; it is a message of nature to future generations. Through his work, the Thera revived the ancient Hela tradition of loving trees and venerating the environment as something sacred. This religious and environmental mission remains unforgettable.

The revival experienced by Namal Uyana, after the arrival of Venerable Wanawasi Rahula Thera, is beyond simple description. Some of the major accomplishments achieved under his leadership include:

* Securing and protecting the largest Rose Quartz (Rosa Thirivana) reserve in South Asia.

* Restoring the Na forest spread across hundreds of acres, providing shelter to numerous rare plants and animal species.

* Transforming the area into a living centre for environmental education, offering practical learning experiences for thousands of schoolchildren and university students.

* Drawing the attention of world leaders and international environmentalists to Sri Lanka’s unique environmental heritage.

In recognition of his immense contribution to environmental conservation, Venerable Rahula Thera was honoured with the Presidential Environment Award and the Green Award in 2004—a significant moment in his life. Yet the Thera himself has always remained devoted to the work rather than the recognition it brings, making such appreciation even more meaningful.

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