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My Stint at Dankotuwa Porcelain – Episode 3

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LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 35

As I described in Episode 1 of my time at Dankotuwa, there were certain unethical practices and political pressures that compelled me to resign. Even then, I had a feeling that I might return someday. Nevertheless, I kept my distance.

During this period, the Japanese directors would meet me whenever they visited Colombo and kept me informed about developments. Financially, the company was still doing well, largely due to its strength in producing heavy gold designs. However, there were troubling signs beneath the surface.

The Managing Director had left to take up a lucrative position at the privatised Ceylon Ceramics. A new CEO had been appointed. The Chairman, a lawyer who had succeeded me, lacked industrial experience. Gradually, I began to hear disturbing reports—discipline was deteriorating, and the organisation was losing its direction.

At the same time, I was working as a consultant on productivity promotion to the Ministry of Industrial Development. I recall telling Minister Hon. C. V. Gunaratne that I could not continue on the modest LKR 10,000 monthly allowance, especially since the role left me little time for other income-generating activities.

The Minister then learned that I had been removed from the ETF Board and from Dankotuwa. He took the matter up with President Chandrika Kumaratunga, who had no objection to my reappointment. I was reinstated on the ETF Board and, as its nominee, re-joined the Board of Dankotuwa Porcelain.

What I saw on my return was alarming. Management was misleading the Board, and I began probing into every aspect of operations. This made me rather unpopular. Soon after, both the Chairman and the General Manager resigned.

Around the same time, two executives who had earlier been driven out by trade union action, along with other executives, and supported by the Japanese directors, requested me to take over as Chairman. Ironically, the very Chairman who had earlier ousted me proposed my name, and the Japanese directors seconded it. I accepted.

However, I soon realised that I had taken on a formidable challenge. Workers were picketing daily during lunch breaks. Discipline had collapsed. The factory premises were untidy. Even the executives had formed a union.

I decided to act firmly. I first addressed the union issues, and the picketing stopped. The two executives were reinstated. Gradually, I implemented several measures to restore order and efficiency. For a while, peace returned.

“On Conduct Report”

At this point, I drew on a technique I had learned in school. There were two systems—”On Report” for poor academic performance, and “On Conduct Report” for behavioural issues.

A student placed on “Conduct Report” would have his behaviour recorded by every teacher, every period. If he received good reports for two weeks, he would be taken off the system. If not, further disciplinary action followed.

Before my return, discipline had deteriorated badly. I was told that a worker had once entered the Head of HR’s office and abused him using foul language, and no action had been taken.

A similar incident occurred during one of my visits. This time, I acted immediately. I instructed the Head of HR to terminate the employee’s services immediately, giving clear reasons.

Soon after, I received a call from the trade union headquarters. They accused me of violating the collective agreement by failing to follow the proper disciplinary procedure. I acknowledged this but explained that, given that several executives were willing to testify to such misconduct, I could not tolerate it. An organisation cannot function under such indiscipline. The union representative understood my position but warned of a possible work stoppage.

I replied rather bluntly that the influx of cheap Chinese products was already threatening our survival, and we were contemplating closure. A work stoppage, I said, might actually make that decision easier. In the end, there was no work stoppage.

As expected, the dismissed worker appealed to the labour courts and was reinstated. We then placed him on “Conduct Report.” Over time, he became a reformed employee. Interestingly, one Head of Division consistently wrote glowing comments about his behaviour. I found this hard to believe and questioned her. She smiled and said, “He is a well-behaved darling now.” I doubt whether this technique will be found in HR theories, but it came in very handy at that time.

New porcelain body and getting used at the Oscar banquet

Meanwhile, the global market was changing. Our traditional porcelain body, once highly successful, was losing its appeal. Customers were demanding a new, super-white porcelain.

We decided to change the body composition, though it came at a high cost. To achieve the required whiteness index, we had to rely heavily on imported raw materials. Contrary to popular belief, porcelain is not simply made from local clay. In our case, imported materials accounted for nearly 90% of raw material costs.

The new product was technically successful. However, competition had intensified. Hundreds of Chinese factories were offering extremely low prices, and we began losing some of our most lucrative markets. Over time, however, we regained certain orders. Buyers began to experience delays and quality issues from Chinese suppliers. Bangladesh too emerged as a strong competitor, producing fine white porcelain at lower costs due to cheap labour and gas.

Despite this, we retained certain advantages—strong governance, attention to detail, flexibility, and Sri Lanka’s appeal as a destination. Many European and American buyers preferred visiting Sri Lanka with their families, something they were reluctant to do in other countries.

There were also governance issues in some competing factories. In one case, a chairman had been found guilty of insider trading. These factors worked in our favour, allowing us to command a premium price. Even so, profitability did not match earlier levels.

I recall a meeting in Hong Kong with representatives from a major American department store. During price negotiations, one of their executives said:

“We know you follow labour laws strictly, your governance is excellent, you treat your employees well, there is no child labour, and your workers are well presented. But Bangladesh offers incredible prices which we cannot ignore. We cannot even verify whether their workers are underage, as many do not have birth certificates.”

That remark revealed a deep contradiction. Buyers spoke of ethical sourcing, yet often ignored it when making purchasing decisions.

Despite these challenges, we achieved a significant milestone. Macy’s Department Store in the United States declared our porcelain line as their best-selling range for a particular year.

Our Japanese shareholders also had operations in the United States, supplying mainly to the HORECA sector—hotels, restaurants, and catering. Perhaps the proudest moment came when the caterer for the Oscar Awards banquet selected three different opulent dinner sets from Dankotuwa Porcelain for three consecutive years.

For all of us at Dankotuwa, this was a moment of immense pride. It signified that we had truly reached world-class standards.

More experiences from my time at Dankotuwa Porcelain will follow in the next episode.

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
Unexpected Return to Dankotuwa



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‘The devil is in the details’ in West Asian peace

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President Donald Trump at the current G7 summit in France. Evelyn Hockstein/Getty Image

It is obviously too early for an outpouring of joy over the seeming cessation of hostilities between the main antagonists in West Asia. While the prospect of there being a measure of calm in the region is being welcomed by considerable sections of the international community, what is ‘on the table’ currently is only a Memorandum of Understanding between the US and Iran to give peace a chance. The hard part in the peace effort remains to be achieved.

In the Middle East of today we have one of the most complex conflicts to break out in modern international politics and the observer would be naive in the extreme to expect a facile and early closure to the tangle. Yet, for the sake of the world’s publics who have been hurting badly in the prolonged hostilities one could only hope that the US-Iran MoU that is expected to be signed by the sides on Friday would lead eventually to a substantive peace. The world’s thanks are due to Pakistan in this connection for its sustained support in the peace drive.

While the sides have agreed to a ceasing of hostilities in the most general terms and have reached accord on the facilitation of uninterrupted oil and gas supplies to the rest of the world, for instance, the ‘devil will prove to be in the details’ in an envisaged comprehensive peace settlement. It is these details that would make or break peace if the negotiations go on in earnest.

Nevertheless, the details would need to be worked out consensually in a spirit of compromise with an eye to the greater good of the world community. Realpolitik or a narrow focus on solely the national interest among the protagonists, for example, would need to give way to a measure of humanity that would encompass within it a consideration of the overall well being of the world. In other words, it is statesmanship that would crucially matter.

The next few weeks would establish whether humanists are ‘asking for far too much’ when they broach the questions at issue in these terms. Yet it is essentially self interest and national security considerations of the first importance that drove the conflict from even prior to February this year and these questions would need to be taken up and resolved to the satisfaction of the US and Iran in the main if some headway is to be made towards a durable settlement.

The nuclear issue would prove to be the proverbial Gordian Knot. From a realistic viewpoint, Iran could not be expected to be without a potential nuclear deterrent in the face of perceived nuclear threats emanating for it from the West and Israel. In the short term, Iran would need to possess this deterrent to a measure, within a mutually agreed international legal framework maybe, until wide agreement is reached on the nuclear tangle. Specifically, Iran’s immediate threat perceptions with regard to her nuclear-powered rivals would need to be defused during initial negotiations.

Ideally it is a world free of nuclear weapons that must be aimed at but since this goal cannot be achieved in the near or medium terms, unfolding negotiations would need to ensure Iran’s absolute security in a world of powers that continue to swear by the nuclear deterrent, if it is to give up the suspected latter capability.

However, it is to the degree to which the present nuclear powers divest themselves of this capability that Iran could be put at ease on this score. Accordingly, it is nothing short of a complete elimination of nuclear weapons from the world that could dissuade keenly security conscious states from developing nuclear weapons of their own with a mass destruction capability.

This is the number one dilemma the international community needs to grapple with going forward and it is to the extent to which it resolves it that a nuclear weapons free world could be envisaged. No doubt, an uphill challenge.

Compelling Israel to support the present negotiatory process constitutes another grueling challenge for the US. Currently the Iranian position essentially is that a Middle East peace is inseparable from a normalization of the security situation in Lebanon. That is, the present Israeli attacks on the Hezbollah presence in Lebanon must cease if a comprehensive peace is to be realized in West Asia.

However, Israel is showing no signs of drawing back from its attacks on Hezbollah strongholds in Lebanon since the security of the Israeli state is being seen as threatened by the militant group. Co-opting Israel into the negotiatory effort therefore would turn out to be a matter of paramount concern for the US.

Moreover, elements in the rightist administration in Israel are seeing the current peace efforts as a ‘sell out’ to the enemies of Israel. They would have none of it. It is left to be seen how the US would be managing these virtual storm centres in the diplomatic process that could very well bring down the overall purported peace drive.

A recent pronouncement by US Vice President J.D. Vance points to yet another problem area in the US’ current peace overtures. He said that, ‘Regional peace and stability includes stopping the funding of terrorist organizations.’ He was obviously referring to the support extended by Iran to Hezbollah when he mentioned ‘terrorist organizations’ but he has given fresh life to the age-old conundrum of ‘Who is a terrorist?’ by these words.

To the Netanyahu government the Hezbollah and other militant organizations fighting Israel are ‘terrorists’ but from the viewpoint of the Iranian regime they are ‘freedom fighters’. This seemingly insurmountable definitional issue would not only stubbornly bedevil the peace effort but could even figure in bringing about its collapse, unless judiciously handled.

Thus, it’s the thorny details that need to be watched to keep the West Asian peace process afloat, once it gets going in earnest. There is no doubt that US President Trump would be receiving a considerable amount of support from the G7 in this historic peace undertaking and his personal appeals to the grouping currently meeting in France for continuous support are likely to elicit a positive response from it.

Likewise, Trump would need to appeal to also the BRICS countries if almost total global support is to be garnered for the peace drive in West Asia. BRICS’ solidarity with the US and the West is likely to carry considerable weight with Iran and other Eastern actors who are key to a sustained peace drive in the Middle East.

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Sri Lanka’s elephant paradox: Govt. counts tourism dollars while playing a dangerous numbers game: Expert

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At a time when Sri Lanka is enjoying a resurgence in wildlife tourism, with elephants remaining the undisputed stars of the country’s national parks and one of its most marketable natural assets, elephant conservationist Supun Lahiru Prakash has sounded a stark warning: the nation is in danger of losing the very species that helps attract millions of tourism dollars while sustaining some of the island’s most important ecosystems.

Supun says repeated claims by authorities that Sri Lanka’s elephant population is increasing, despite the absence of a final survey report and amid continuing elephant deaths, risk creating a misleading narrative that could undermine conservation efforts and encourage retaliation against elephants.

According to Supun, the issue is not merely about numbers. It is about political priorities, scientific credibility and the future of one of Sri Lanka’s most iconic species.

“Repeatedly claiming that the elephant population is increasing appears to be an attempt to hide the Government’s inability to manage the rising annual elephant death rate and the complications of human-elephant conflict,” Supun said.

For decades, the Sri Lankan elephant has been a symbol of the country’s rich natural heritage. It is the centrepiece of wildlife tourism, drawing visitors from across the globe to national parks such as Yala, Udawalawe, Minneriya, Kaudulla and Wilpattu. International wildlife documentaries, tourism campaigns and social media promotions frequently place elephants at the heart of Sri Lanka’s nature tourism brand.

Yet, according to Supun, the country’s conservation policies do not reflect the value of the species.

“On one hand, the Government is enjoying increasing tourism revenue, and elephants remain one of Sri Lanka’s most important wildlife attractions. On the other hand, narratives are being promoted that could encourage retaliation against the very species that contributes significantly to the country’s tourism industry,” Supun said.

According to the First Countrywide National Survey of Elephants conducted in 2011, Sri Lanka had 5,879 elephants. However, official statistics show that 4,167 elephants died between 2012 and 2024.

Supun stressed that these figures represent only the deaths officially recorded by the Department of Wildlife Conservation.

“In a context where more than 70 percent of the country’s elephant population reported in 2011 has died within 13 years, it is difficult to accept claims that the population has increased,” Supun said.

The conservationist pointed out that elephants have the longest gestation period among land mammals and that scientific studies have reported increasing interbirth intervals among female elephants together with high calf mortality.

“When such biological realities are taken into consideration, claims of a dramatic increase in elephant numbers become difficult to understand,” Supun said.

Supun believes that repeated references to increasing elephant populations risk fuelling public hostility towards elephants, particularly among farming communities already affected by crop raids and property damage.

“Such claims can create the impression that elephant populations are exploding and thereby promote retaliation against elephants as well,” Supun said.

According to Supun, Sri Lanka’s elephant crisis cannot be understood solely through population estimates. The real issue lies in the country’s failure to address human-elephant conflict through long-term, science-based solutions.

Sri Lanka continues to record among the highest levels of human-elephant conflict in the world. Every year, hundreds of elephants and dozens of people lose their lives as competition for land and resources intensifies.

Despite the scale of the crisis, Supun says authorities continue to rely on strategies that have repeatedly failed.

Lahiru Prakash

These include driving elephants into protected areas, strengthening electric fences to confine them there and allocating additional manpower to maintain fencing systems.

Supun was also critical of several proposals that emerged from district-level discussions on conflict mitigation, including the sowing of paddy and corn using Air Force drones and the planting of fruit orchards within protected areas.

“Such proposals fail to address the real ecological and social dimensions of the conflict,” Supun said.

While welcoming reports that the Government intends appointing a national-level mechanism to tackle human-elephant conflict, Supun said the challenge required intervention at the highest level of government.

“Given the gravity, complexity and geographical spread of human-elephant conflict, appointing any committee other than a Presidential Task Force is not useful,” Supun said.

He argued that a Presidential Task Force chaired by either the President or the Secretary to the President would be better positioned to overcome the bureaucratic delays and institutional fragmentation that have hindered previous efforts.

Supun also stressed the urgent need to restore and protect elephant corridors and home ranges that allow elephants to move safely across landscapes.

He cited the Koholankala elephant corridor in Hambantota as one example where removing obstacles could help reduce conflict while improving habitat connectivity.

At the same time, Supun questioned policies that permit the allocation of forest lands in areas identified by environmental assessments as crucial elephant ranges and movement corridors.

“The opening of elephant corridors and the protection of elephant home ranges must be carried out scientifically and consistently if they are to succeed,” Supun said.

Beyond tourism, Supun emphasised the ecological importance of elephants.

“Elephants are ecosystem engineers. Through their feeding habits and movements, they help maintain habitats that support numerous other species. In many ways, they create safer and healthier environments for wildlife,” Supun said.

According to Supun, protecting elephants means protecting entire ecosystems and the biodiversity upon which Sri Lanka’s wildlife tourism industry depends.

“By protecting elephants, we are also protecting the biodiversity that makes Sri Lanka one of the world’s premier wildlife tourism destinations,” Supun said.

As Sri Lanka seeks to expand tourism earnings and strengthen its reputation as a wildlife destination, Supun believes the country faces a defining choice: continue with policies that have failed to stem elephant deaths and human-elephant conflict, or embrace a science-based conservation strategy that safeguards both people and wildlife.

Without a fundamental shift in policy and political will, Supun warned, Sri Lanka risks losing not only one of its most iconic species but also the ecological and economic benefits that elephants continue to provide.

“The suffering of both farmers and elephants will only intensify unless meaningful action replaces rhetoric,” Supun said.

 

By Ifham Nizam

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Top Model of the World 2026

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Back-to-back victory for Colombia

Katherine Castaño of Colombia claimed the Top Model of the World 2026 crown, securing a historic back-to-back victory for her country. Angelica Sanchez of Puerto Rico was named first runner-up, and Eunice Deza of the Philippines finished as second runner-up.

Katherine was crowned by outgoing titleholder Natalia Garizabal Vera of Colombia.

Several special category awards, and subsidiary titles, were also presented during the Top Model of the World 2026 pageant.

These awards recognised excellence in modelling, peer support, and regional representation.

Primary Subsidiary Titles

Sri Lanka’s Netalie Withanage: Top 16 at
the grand finale

Miss Globe 2026: Valentina Tabares (Ecuador) — Awarded to the contestant who perfectly balances fashion modelling with traditional beauty queen qualities.

Queen of Europe 2026: Mia Danielle Williams (United Kingdom) — Given to the highest-ranking candidate from a European nation.

Special Awards Recognition

Audience Iconic Award: Charly (Dominican Republic) — Won via the official public online vote, granting her a fast-track direct entry into the Top 6.

Exotic Model of the World: Angel Emeka (Nigeria) — Awarded for exceptional editorial presence and strong runway performance.

Best Body Award: Thailand — Voted directly by fellow contestants at the Flow Spectrum Hotel. The highest-ranking runners-up for this category included Zambia, South Africa, Colombia, and Ghana.

Angelica Sanchez (Puerto Rico): 1st Runner-up

Final Placement

Winner: Katherine Castaño (Colombia)

1st Runner-Up: Angelica Sanchez (Puerto Rico)

2nd Runner-Up: Eunice Deza (Philippines)

Top 6 Finalists: Included contestants from the Dominican Republic, Romania, and Germany.

The pageant, known for focusing on professional modelling careers over just beauty, brought together 36 models from around the globe for two weeks of runway, photoshoots, and cultural events.

Sri Lanka’s Netalie Withanage walked among 36 of the world’s best and powered her way into the Top 16 at the grand finale.

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