Features
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE

Part 10
Wrapping up in Japan
I was sorry that my wonderful stay in Japan was coming to an end. The Industrial and Systems Engineering course had come to a close. My wife, too, joined me for the last week. The Asian Productivity (APO) organizers of the course were very gracious in inviting her to the closing ceremony and the farewell party.
All the participants were excited about putting what we had learned into practice. In fact, we had to submit a work programme we hoped to implement upon returning to our home countries. The APO and AOTS (Association for Overseas Technical Scholarship) staff left no stone unturned to give us theoretical and practical knowledge over these three months. We were so grateful to them.
My wife and I had planned some interesting sightseeing, but nothing went according to plan. We had planned some excursions from the day after the course finished, but the TV announced early morning about an impending typhoon, advising everyone to stay indoors. The joke by the Philippines participants that “the only things they export to Japan are typhoons” came true.
Most typhoons originate near the Philippines and head towards Japan mainly in September. The “all clear signal” came only in the afternoon. The other trip we went on was to the amusement park at Lake Yamanaka at the foot of Mount Fuji. It was a disaster because it was the sunniest Saturday of that summer, and everyone was going in the same direction. The usual two-hour trip became six hours, and by the time we got to the park, it was time to leave on our pre-booked return bus. We just had time for a short paddle boat ride.
Stopover in the Philippines
As I had mentioned in an earlier episode, The Ceylon Tyre Corporation, where I was the Industrial Engineer, had a technical collaboration with BF Goodrich, a global tyre manufacturer with plants in several countries. They arranged for me to visit their plant near Manila.
If my memory is correct, I recall that the Sri Lanka rupee was stronger than the Philippine peso at that time. We were picked up at the airport by the Plant Manager, and the first thing he told my wife was, “Don’t ever wear that chain when you go out”. He told me, “Never wear that wristwatch when you go out”.
On the way to the hotel, the police checked the car. We were asked to get out and were checked. Immediately, I formed a negative opinion of the country. Apparently, there were some bomb explosions in the city. Marcos’s term was coming to an end. The general gossip was that Marcos had engineered the bomb blasts so that he could continue with Martial Law.
In 1980, Sri Lanka had no checkpoints, nor was anyone checked. When I entered a mall in the evening, the security guard thoroughly checked my wife’s handbag and my camera case. I was surprised at these checks. A couple of years later, Sri Lanka was in the same boat.
The factory visit was great. I was struck by the comparison that at the Ceylon Tyre Corporation, we made 1,000 standard tyres with 2,000 employees, while at the BF Goodrich factory they made 2,000 tyres with 1,000 employees. Our labour productivity was awful. However, I learned a few things that we could improve back home.
Back at work
Returning to the factory and resuming my job as the Industrial Engineer, I implemented some changes. Still, I found a lot of resistance from many others. I was determined to implement the famous Japanese “Quality Circles”, where non-executive employees are trained and empowered to analyze production and quality problems and proceed in a systematic way to find the root causes, generate solutions and implement them with management approval.
BF Goodrich New York sent a set of success stories and failures of Quality Circles from the USA and Europe. The year 1980 was the peak of the popularity of Quality Circles, and almost every journal, whether it was Engineering, Accountancy, Personnel Management, or Management, had articles about this new technique from the mystical Far East.
I wasn’t making much progress with Quality Circles, and a colleague told me it would never succeed because the Chairman was a non-believer in the participative style of management. The workers immediately erased the factory floor lines I managed to paint. Change was not favoured.
I discussed my frustrations with my immediate boss. I explained my desire to implement many new methods I learned in Japan and expected him to remove these obstacles. He pondered and said, “OK. Give me three months”. After three months, I had not noticed anything new or any change in attitude, so I confronted my boss again. He leaned back in his chair, smiled and said, “When I completed my MSc and returned, I faced a similar situation, but in three months, my enthusiasm had vanished. I expected the same to happen to you, so I promised that all your frustrations would be over in three months. I never bargained for your enthusiasm to remain”.
Since I had no role to play now and had implemented many new things, I decided it was time to seek better opportunities elsewhere where I could experiment with my newly gained knowledge.
Seeking New Opportunities
I had applied to a few other places and was selected, but I was still unhappy with the emoluments package. Nothing could match the salary and incentives at the Tyre Corporation despite my new position being at a much higher level. However, the Co-operative Management Services Centre (CMSC), later renamed the Sri Lanka Institute of Co-operative Management (SLICM), offered me the post of General Manager.
Unfortunately, I was informed by the Tyre Corporation that I have to complete the three-year obligatory period because of my training in Japan and that I cannot resign now. I had to decline the lucrative CMSC offer.
The Tyre Corporation was finding it difficult to find a replacement for the post of Finance Manager despite repeated advertisements. Even the previous Finance Manager was partly qualified. I, as the Industrial Engineer, was the only fully qualified Accountant. However, I had not worked a single day as an accountant.
I was very close to the Finance and Accountancy Division staff because my work involved a lot of information from Accounts for my performance analysis. When the advertisement for a Finance Manager (Head of Finance) appeared once more, the staff of the Accounting Division wanted me to apply, assuring me of their fullest support.
They probably went on the premise that the known devil is better than the unknown. I applied, and the Board of Directors interviewed me and asked me only one question: “Are you sure you want this post?” I said yes, and they all said, “Then the post is yours”. Nothing happens in Corporations until the minutes are confirmed at the next Board meeting.
While waiting for the next Board meeting, I heard that the CMSC vacancy was still unfilled. It has been six months since my interview there. I also heard that the Minister responsible for CMSC was in a dilemma because the two internal candidates for the post were from families known to the him, and he did not want to displease the one who would not be selected.
At the same time, my sister, who was Senior Assistant Secretary (Legal) to the Ministry of Justice, took me to meet Mr. S B Herath, the Minister of Food and Co-operatives. Immediately, he ordered CMSC to pay my bond, which was down to half its value by then and bonded me for two years at CMSC instead. He said, “This is only an intra-Government bookkeeping transaction”, so it’s not an issue. The Minister’s dilemma was sorted. An outsider was the better choice. He was probably displeased both internal candidates.
The day before the next Board meeting of the Tyre Corporation, the General Manager asked me to meet him and announced the contents of the letter he had received from the Ministry of Co-operatives. I confirmed my decision to take up the appointment at CMSC. When he got to know of my decision, the Chairman of the Tyre Corporation, Mr Justin Dias, tried to persuade me to remain, but I declined.
Later that evening, my uncle, Mr Sam Wijesinha, a former Secretary General of Parliament and later the Ombudsman, visited me, claiming that Mr Justin Dias had said I was making a terrible mistake. I explained that I knew the new place well because of their pioneering studies in improving co-operative societies with Swedish experts.
My uncle finally accepted my reasoning. My father’s approach was different. He said that even if it is a terrible place, you should take it if you have the courage and ability to turn it around. CMSC paid the bond, and I left the Tyre Corporation.
Moving to the CMSC
The CMSC was set up to provide advice, consultancy services and training for all types of Co-operative Societies. It was also an advisory body that advised the Minister if needed. During the closed economy, it conducted many useful projects such as queue reduction, form design, system design, and other work for the co-operative sector. The consultants were from Agriculture, Industry, Industrial Engineering, and Marketing. This is why the board preferred a multidisciplinary person to head the organization, and I fitted the bill. In addition to the consultants, there was the Administration Division, Documentation division and the support staff.
The previous incumbent of my post was Mr Olcott Gunasekera, who was the Chairman and General Manager. He had retired as the Commissioner of Co-operative Development and then taken the post at CMSC. Subsequently, he resigned from CMSC. When I arrived, the Chairman was Mr P K Dissanayake, who was still the Commissioner of Co-operative Development as well.
On my first day, I understood the culture of the new place. Being taken around, I was introduced to the staff and the building. We were on two floors of the MARKFED building in Grandpass. On my rounds, I noticed that one room shared by two consultants had no window curtains, but all other rooms had. Upon inquiry, I was informed that the two consultants had divergent views about the curtain. One wanted the curtains fully open, while the other wanted them fully closed. One morning, they discovered that the curtains had mysteriously vanished overnight. They were never replaced.
I did not see much enthusiasm at the staff meeting; most were with dull faces. Perhaps they disliked being bossed by a 33 year old General Manager. There was no vibrancy. The issues brought up were mostly petty issues. The next day, one consultant walked into my office with his cup of tea and blamed the administrative officer for the tea’s poor quality and lack of cleanliness. It was shocking. I had hoped they would be ready with plans to revive the co-operative sector rather than surface petty issues.
I realized that a complete overhaul of the culture was necessary. Most staff members were late to the office, and my first task was to issue a circular about being punctual and that there would be no grace period. Suddenly, all support staff, led by an “unofficial leader”, barged into my office about the circular. They had done their homework and found that many government organizations had a grace period except Tyre Corporation.
I stuck to my decision, and people got the message that I meant business. I transformed the sleepy office towards a more vibrant environment by organizing several training seminars for co-operative society staff. The sleepy office sprang to life, with even the idling drivers helping to fold and post the circulars. The place was beginning to change gradually. The older consultants gradually left with new opportunities brought about by the newly opening economy. I was sorry to lose the good experience, though.
More about CMSC in the next episode.
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 and 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
The Trade Game’s New Rules: Sri Lanka’s Shot at Winning

The global trading system, once a beacon of predictability and cooperation, is in tatters. For decades, the World Trade Organisation (WTO) upheld a rules-based order grounded in principles like the Most Favoured Nation (MFN) clause, ensuring equitable treatment among trading partners. This framework fostered an era of unprecedented economic integration, lifting nations—large and small—through the tide of globalisation. Yet, that era is fading fast. The United States, long a champion of this system when it suited its interests, has detonated its foundations with escalating tariffs and unilateral protectionism. These measures, often targeting economic rivals like China, flout the WTO’s core tenets, replacing multilateral consensus with a power-driven free-for-all. The US’s selective tariffs—disregarding MFN principles—signal a retreat from cooperative trade norms, fragmenting the global economy into blocs shaped by political expediency rather than economic logic. For smaller nations like Sri Lanka, this shift is both a peril and a puzzle: the rules we relied upon are gone, and the future is being forged around us, whether we act or not.
This upheaval is not merely a bilateral spat between superpowers; it’s a seismic reconfiguration of global trade. The US, despite trumpeting its goods trade deficits, quietly maintains a surplus in services—a complexity drowned out by the rhetoric of protectionism. Its push to resurrect domestic manufacturing, especially in critical industries like semiconductors and steel, hints at a broader strategy to insulate itself from foreign competition. Historical parallels loom large: the Smoot-Hawley Tariff Act of 1930, which raised US duties on hundreds of imports, deepened the Great Depression by choking global trade. Today’s interconnected supply chains amplify that risk, where a single tariff can ripple across continents, slashing demand and destabilising markets. The likelihood of a full-blown trade war grows, with tit-for-tat retaliations threatening to redraw economic alliances. Growth forecasts for 2025 are already tilting downwards, and for Sri Lanka—just emerging from the bruising IMF-prescribed reforms—this instability could snuff out nascent recovery. Yet, amidst this chaos, the future is taking shape. Regional blocs are coalescing, new trade routes are emerging, and nimble nations are seizing opportunities. Sri Lanka cannot afford to stand still as the world moves forward.
Opportunities and Strategies for Sri Lanka:
Exploiting Trade Diversions and Gaps
The fracturing of traditional trade flows offers Sri Lanka a chance to step into the breach. As US buyers grapple with higher costs from tariff-hit countries like China, Sri Lanka could position itself as a viable substitute. Our apparel sector, already a global player, could capture market share lost by pricier competitors, while rubber products and electronics components—where we have latent capacity—could find new buyers. Beyond substitution, we could embed ourselves as a cost-effective link in supply chains shifting away from China, offering stability to multinationals wary of volatility. The actionable path is clear: identify tariff-affected goods where Sri Lanka holds competitive edges, then aggressively market these through international trade fairs, digital B2B platforms, and targeted outreach to US importers. This requires swift coordination between the Export Development Board and the private sector to seize the moment.
Strengthening Bilateral Trade Negotiations
While the WTO weakens, bilateral deals gain prominence. Sri Lanka must negotiate preferential trade agreements or tariff concessions with the US, focusing on key exports like tea, garments, and spices. Our status as a developing nation, potentially via the Generalised System of Preferences (GSP), offers leverage—though its reinstatement has been erratic since its lapse in 2020. Diplomatic and economic lobbying in Washington, backed by a clear case of mutual benefit, could restore or expand this access. Beyond the US, forging similar pacts with other major markets—such as the UK post-Brexit or Japan—would bolster our position. This demands a dedicated trade negotiation team, armed with data and a compelling narrative of Sri Lanka as a reliable partner in a turbulent world.
Diversifying Export Markets
Over-reliance on any single market, particularly the US, is a liability in this volatile landscape. Sri Lanka must pivot towards emerging economies and regional players—India, ASEAN, the Middle East, and Africa—where tariff structures are less prone to sudden shocks. India’s growing consumer base, for instance, could absorb more of our tea and apparel, while the Gulf’s demand for construction materials aligns with our rubber and coir strengths. Supporting small and medium enterprises (SMEs) to tap these markets is vital, through trade facilitation hubs, subsidised market research, and digital tools like e-commerce platforms. The Ceylon Chamber of Commerce could lead here, bridging SMEs with opportunities abroad.
Investing in Value Addition and Branding
Exporting raw materials confines us to low-profit cycles. Shifting to high-value, branded goods—think premium Ceylon teas with traceable origins, eco-friendly packaging, or artisanal spices—could transform our economic profile. Take tea: instead of bulk exports, we could market single-estate blends to affluent consumers in Europe or North America, commanding triple the price. Government support is key—tax incentives for innovation, grants for sustainable packaging, and training for entrepreneurs to build global brands. The success of Dilmah, a homegrown name, proves this model works; scaling it across sectors could redefine Sri Lanka’s export identity.
Attracting Foreign Direct Investment (FDI)
As multinationals flee US-China trade tensions, Sri Lanka can pitch itself as a neutral, cost-effective production hub. Our strategic location, skilled workforce, and existing Export Processing Zones (EPZs) are assets—if we market them right. Streamlining FDI approvals, cutting red tape, and offering tax holidays could lure firms in textiles, electronics, or even renewable energy components. Look at Vietnam, which has soaked up billions in FDI by positioning itself as a China alternative; Sri Lanka could emulate this with a fraction of the scale but equal ambition. The Board of Investment must prioritise this, showcasing our stability amid global upheaval.
Cushioning Vulnerable Sectors and Building Resilience
Not all sectors will thrive in this shift. Those hit by reduced global demand—say, gemstone exporters reliant on Western jewellers—need a lifeline: subsidies, credit guarantees, or export insurance to weather the storm. More broadly, Sri Lanka’s lack of a coherent industrial policy is a glaring weakness. Selling off state development banks like DFCC and NDB was a strategic blunder; we need a new institution tied to a long-term industrial vision, fostering manufacturing and innovation. Education, too, is underfunded—government spending is at historic lows, leaving us unprepared for a skills-driven economy. Job support programmes and a task force to tackle immediate business and worker uncertainties are urgent steps to shore up resilience.
Partnering with Regional Blocs
Isolation is not an option. The South Asian Association for Regional Cooperation (SAARC) is moribund, crippled by India-Pakistan tensions, but alternatives beckon. The Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC) offers a platform to deepen ties with India, Bangladesh, and Thailand, prioritising collaborative growth. More ambitiously, the Regional Comprehensive Economic Partnership (RCEP)—the world’s largest trade bloc, spanning ASEAN, China, Japan, and Australia—looms as a game-changer. Could Sri Lanka join? It’s not a member yet, but observer status or a phased accession isn’t implausible. Our proximity to India, an RCEP signatory, and our trade complementarities (e.g., tea for China’s market, apparel for Southeast Asia) make a case. Joining would require aligning regulations, boosting competitiveness, and lobbying through diplomatic channels—perhaps via ASEAN ties. Even short of full membership, negotiating parallel deals with RCEP nations could integrate us into their supply chains, amplifying our reach. Regionalism, not nationalism, is our shield against global fragmentation.
The way forward
The rise of protectionism tests Sri Lanka, but it need not break us. History warns of downturns, yet today’s stakes—jobs, wages, stability—are too high for inaction. The government must act boldly: unite resources, strengthen resilience, and prioritise citizens over short-term politics. Economic openness and social cohesion remain our north stars. As the world reshapes itself, Sri Lanka must carve its place—not just to survive, but to thrive.
(The writer is Professor of Marketing University of Surrey. Views expressed in this article are personal)
by Prof. Chanaka Jayawardhena
Chanaka.j@gmail.com
Features
David Attenborough and Sri Lanka – a tribute for celebration of 99 years on the planet!

BBC Earth recently launched a seven-part documentary series titled ‘Asia’, showcasing the region’s diverse wildlife. The Guardian referred this documentary as a masterclass in television, in which every element is cooked to perfection. The narration was done by Attenborough, and it also featured Sri Lanka’s wild elephants. Series producer Matthew Wright told The Daily Telegraph that “every recording session includes a pronunciation guide, no matter who the narrator is. But David politely said he doesn’t need it because he’s been to most places and met most of the animals we cover – so you hear his great voice pronouncing all these words correctly straight off the bat.”
by Tharindu Muthukumarana
tharinduele@gmail.com
(Author of the award-winning book “The Life of Last Proboscideans: Elephants”)
Sir David Attenborough has been an internationally recognised household name. On May 8, 2025, he did celebrate 99 years on this planet, and he remains as dynamic as ever. Fans of his span multiple generations, from the Silent Generation and Baby Boomers to Gen X, Millennials, Gen Z, and even Gen Alpha. On that account, it’s no surprise that Time magazine named him one of the 100 most influential people in the world. As a nature documentary narrator, he had touched on many natural subjects. Attenborough’s voice is distinguishable, and it’s remarkable that, despite his age, it remains in high demand. Having said that, something special for us Sri Lankans is that he had narrated various documentaries related to Sri Lanka as well. This article features a glimpse of it.
Attenborough’s dream to visit Sri Lanka and how it got shattered
In the year 1945, Attenborough won a scholarship from the University of Cambridge to study zoology and geology. He completed his degree in natural sciences in 1947 and was anticipating a career that would ultimately take him to remote and exciting parts of the world. This was during an era when World War II had just ended. Soon after, he was called for National Service and enrolled in the Royal Navy. But as he joined, his main interest was not fighting in a war but to travel somewhere romantic where natural beauty is concerned. During his training period at Gosport, he met old naval hands who talked a lot about Trincomalee. As you may know, at that time Trinco was the home port of the Eastern Fleet of the Royal Navy. Young Attenborough was captivated by Sri Lanka’s natural beauty and hoped to be posted to Trinco after completing his training. But, unfortunately, his dreams got shattered when he was sent to join an aircraft carrier that was being mothballed as part of the Reserve Fleet in the Firth of Forth. He served in the Navy for two years but was not involved in any war during his service.
Having said that, there is lingering doubt: ‘What if Attenborough got the chance to come to Sri Lanka during his naval days?’ Would he have made Sri Lanka his home like Sir Arthur C. Clarke did? I will leave it to you to decide!
Narration on sperm whales in Blue Planet II
Blue Planet II is a 2017 marine life documentary series created by the BBC and narrated by Attenborough. The filming process spanned over four years, encompassing 125 expeditions across 39 countries. This series featured sperm whales found in Trincomalee waters. A superpod is a vast assembly of whales, where they interact through physical contact, socialising, and communication. Sri Lanka provided an incredible opportunity to witness this phenomenon. The documentary showcasing it became the most-watched television programme in the UK in 2017. In China, its popularity was so immense that it reportedly impacted the nation’s internet speed due to the sheer number of viewers. Additionally, British universities, including the University of Southampton, saw a significant rise in applications for marine biology degrees after the documentary aired.
In April 2018, spurred by the rising public awareness generated by Blue Planet II, the British government revealed it was contemplating a nationwide ban on single-use plastic items. Reports also indicated that Queen Elizabeth II’s move to prohibit plastic bottles and straws within the royal estates was partially influenced by the documentary. A study conducted in 2020 further suggested that the programme had a lasting impact, significantly heightening political, media, and public engagement with plastic pollution in the UK—an issue that had previously struggled to gain momentum. According to Sri Lankan tourism experts, this documentary had a positive impact on whale-watching tourism in the country.
Narration for Sri Lanka’s mangrove conservation project
A few years ago, a non-profit environmental conservation organisation, called Seacology, did an important project to help Sri Lanka to preserve and replant all of its mangrove forests. For this project a mini documentary was made, and the narration was done by Attenborough. This project conserved about 21,782 acres (8,815 hectares) of mangrove forests on the island. Furthermore, it offered alternative career training and microloans to 12,000 underprivileged women living in 1,500 hamlets near the country’s mangrove forests. This initiative also replanted 9,600 acres (3,885 hectares) of mangrove forests that had been cleared, using seedlings cultivated in three Seacology-funded mangrove nurseries.
Narration on mugger crocodile in Planet Earth III
In 2023, the BBC launched a wildlife documentary series titled Planet Earth III, narrated by Attenborough. In it, a scene that was shot in Yala National Park was included, and The Daily Mail regarded this as “stunning shots of a crocodile surprising a group of deer”. This involves, during the dry season, how a mugger crocodile waits for the opportunity to grab its prey. As time passes by, a herd of spotted deer arrive at the waterhole to quench their thirst. However, the crocodile was successful. Attenborough says in the documentary that “These crocodiles have learnt to exploit the deer’s desperate need for fresh water.” According to the cameraman Abdullah Khan, to take that shot, it took about five weeks of filming.
Narration on Sri Lankan elephants
BBC Earth recently launched a seven-part documentary series, titled ‘Asia’, showcasing the region’s diverse wildlife. The Guardian referred this documentary as a masterclass in television, in which every element is cooked to perfection. The narration was done by Attenborough, and it also featured Sri Lanka’s wild elephants. Series producer Matthew Wright told The Daily Telegraph that “every recording session includes a pronunciation guide, no matter who the narrator is. But David politely said he doesn’t need it because he’s been to most places and met most of the animals we cover – so you hear his great voice pronouncing all these words correctly straight off the bat.”
It gave special attention to cheeky elephants on the Buttala-Kataragama road, which have a behaviour of staying in the middle of the road and soliciting food from motorists. The elephant named ‘Buttala Raja’ stole the show. In the documentary, Attenborough says, “Raja’s persuasive charm has earned him a reputation. He knows which vehicles aren’t worth bothering with and which have the potential to deliver a feast. Raja’s gentle nature has won many hearts.” A cropped video clip from that documentary, which shows those elephants, went viral on social media sites recently.
In conclusion, as Attenborough celebrates 99 years, I wish him a joyful year filled with exciting adventures and remarkable discoveries. Also, not to mention what we Sri Lankans always say: “Ayubowewa! (May you live long)”.
Features
A wake- up call

I have not, for many months, written about the current political situation, not least because I had really no idea where we were heading. I thought the President elected last September was the best alternative we had, but that was no great recommendation given the other candidates. Sajith Premadasa was the best of the rest, to my mind, but he did seem to carry a lot of old Ranil Wickremesinghe baggage, and he did not develop the vision of his father, by far the most productive President we have had.
Premadasa adjusted the opening of the economy which, to give him his due, J R Jayewardene had initiated, to introduce a healthy dose of social recalibration, with enormous emphasis on rural development which had been ignored in the first 11 years of UNP rule. I was sorry that Sajith seemed instead to go along with the Westernised model his principal economic advisers trumpeted. Given how Donald Trump has now upended the gospel of free trade which the West imposed on us for years, it is a good thing that the extremists did not have a free hand for the three months before Trump turned everything upside down.
The current government however was not as independent in its approach as I would have liked, and perhaps under the influence of the most effective of American ambassadors in recent years has seemed to go along with many of the remedies that the previous government has put forward. But there was one area in which they did shift from the lethargy of Ranil Wickremesinghe. This was with regard to the most important, to my mind, of World Bank recommendations—pursuing the plundered money. Obviously Ranil, given his own record and that of those who made him President, was not likely to act, though I was deeply ashamed that more decent folk such as Indrajith Coomaraswamy remained mealy-mouthed and allowed the rot to carry on.
Indeed, the evidence that is emerging about the role of the Presidential Secretariat in continuing corruption suggests that things got worse in the two years of Ranil’s Presidency. Though I may be more indulgent to Gotabaya Rajapaksa than he deserves, it is worth noting that there are no allegations of his office being the fountainhead of corruption while he was President, though he seems to have given a free hand to the most monstrous of the hangers on of the Rajapaksa clan, let alone its members. But Ranil’s antics with his friend Lord Francis Maude suggest that he was no better than those characters, though obviously he worked in more subtle ways.
But though the NPP seemed to present a sea change as far as dealing with corruption is concerned, they are painfully slow. It is disappointment about this that was the most important reason for its loss of support at the local government election. Efforts to convince itself with specious arguments that it in fact won the election are pitiful. Worse, they may become a substitute for analysis of what went wrong.
It is useless to complain that governments have to proceed slowly. This is what we have been told for years, and while there are traces of some efforts being made, the general impression is that this government will fail miserably to check corruption. If not corrupt itself, for the moment, unless it acts some of its members will begin to think there is nothing wrong with corruption. For one still remembers how swiftly members of Chandrika Kumaratunga’s cabinet lost their ideals – I recall my brother-in-law telling me with surprise that Srimani Athulathmudali was pretty bad, though that may have been due to those who controlled her then – and I recall too how the promise of Yahapalanaya was destroyed, with the President soon enough following Ranil Wickremesinghe in paving the way for his near and dear to make money.
There are enough mechanisms in place to act, and the government also has a majority to introduce new mechanisms. The argument one hears from those who probably did not vote for this government but were happy to give it a chance is that they have no experience, and there is no professional capacity to innovate. But they do have enough experts with goodwill towards them who could advise productively.
I cannot understand for instance why they have not made use of Nigel Hatch, who did yeoman service for them in cases before the courts to highlight the double dealing of the government with regard to postponement of elections. Perhaps, the problem was that he was approached to represent the party through the Prime Minister, and she has less authority than her position would imply. But surely those who do have authority must understand the need to make sure that the capable are entrusted with responsibilities commensurate to the problems before us.
If they are diffident about their capacity to communicate, they should once again make use of the Prime Minister and her staff. Her Secretary is a capable man, but he seems unable to assert himself, and will not take decisions. To move from corruption to diffidence about productive action, it is worrying for instance that he seems to have shelved the admirable project about mangrove restoration that has been presented to him. That had been initiated by Ruwan Wijewardene before the big wind came and blew him away. But surely Pradeep Saputantri can understand English as well as Ruwan, and he should be able on his own to get the Prime Minister’s approval to take things forward. Sending things up and down for comments takes ages and is no way to give the country the action it so urgently wants.
The President must realise that, though the honeymoon is not yet over, it soon will be. Premadasa was up and running as soon as he was elected; so were J R and Mahinda with regard to their most productive activities. Nothing can be done about natural disasters, but a combination of strikes and what seems incompetence in vital areas will make unpopularity increase in leaps and bounds. I hope the President will not be carried away by the pleasures of travel and forget the hopes the country had in him six months ago.
by Prof. Rajiva Wijesinha
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