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The Milk Powder Formula – making of Anchor

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by Sumi Moonesinghe narrated to Savitri Rodrigo

Now began the process of picking up the pieces (after the July 1983 riots). In 1984, Killi transferred the staff from Berec, the battery company, to Jones Overseas. We had already drawn up plans to begin the import and distribution of Anchor Milk Powder from New Zealand. Killi recruited an excellent marketing director from India, Jojo Kanjirath, who was a highly-experienced marketer and advertising whiz-kid from J Walter Thompson, and I recruited Metha Abeygunewardene, a well-trained sales manager from Unilever, to be my Sales Director.

I knew my team was powerful and had sufficient strength to compete against Nespray, which was produced by Nestle, the world’s largest Swiss-based company with very deep pockets, I might add. It was a well-established brand, having been in Sri Lanka for over 100 years and thus gaining not just brand loyalty but becoming a generic household name for powdered milk.

This entire idea was a very bold move. We were taking on the world’s largest dairy company and even the New Zealand Dairy Board heads were sceptical of our plans. I still recall the breakfast meeting I had with the Regional Managing Director of NZDB’s subsidiary in Singapore, Alistair Betts, and Global Marketing Director of NZDB in Wellington. “How are you going to take on Nestle?” they asked me and I could hear doubt in their voices. Never in any of the NZDB markets, had anyone been audacious enough to take Nestle head-on.

Then came the next question. “Where do you plan on packing the milk powder?” I had my answer at the ready, having anticipated their questions. I talked at length and finally convinced them that we could and we would take on Nespray. “Here’s my plan,” I said and laid it out on the table. By the end of that meeting, I had their fullest support. That breakfast meeting was the start of the Anchor journey in Sri Lanka and Alistair Betts betting on Sri Lanka.

When I met Alistair initially, I was struck not just by his enthusiasm and personality, but by his work ethic, talent and dynamism. He was always attuned to what was going on and willing to change with the times and it was undoubtedly these traits that saw him spearhead the expansion of NZDB’s markets in South-East Asia. I was saddened by his death in 2005 and it was fitting that he was honoured posthumously in the Queen’s New Year honours list, becoming a companion of the Queen’s Service Order.

In an appreciation written by the Chairman of NZDB Sir Dryden Spring when Alistair passed away, Sir Dryden called him a legend and the face of NZDB, and “the first to crack those (South-East Asian) markets and get New Zealand dairy industry brands into Sri Lanka, Malaysia and Taiwan. Many of those brands are still the strongest we have today.”

I negotiated with the Bank of Ceylon for a line of credit to meet our working capital requirements. We then set up a packing plant in an abandoned garment factory in Ratmalana, on the outskirts of Colombo city, owned by Killi’s dear friend Nari Sabnani. While the hardware was being established aligned with our plan, our biggest challenge emerged with the sales agents. Nespray remained No 1 in their minds, and persuading them to place even just 10 packs of Anchor on the shelves was an uphill task. They were fearful of losing the Nespray distribution rights, which was technically their bread and butter. They didn’t want to put their businesses on the line for this newcomer that no one had heard of.

But we had a trump card —our strong marketing team, picked from the best among the best. We rounded up that expert marketing knowledge and began to pull rabbits out of the hat. Our marketing strategies proved to be the winner. Our brand hyped the concept of Anchor Milk Powder being from New Zealand — the fact that the milk was imported was our first scoring point because the Sri Lankan mindset of ‘imported goods being superior’ was yet a strong thread.

Our packaging and marketing collateral evoked the clean pure air of New Zealand with cows grazing on green grass on pristine plains, adding the innuendo that the cows did not have artificial feed but only consumed natural grass. This subtle canvas was our second scoring point. Our third was reiterating that mothers trusted Anchor because Anchor was pure wholesome milk powder.

And we had more! The mother we espoused needed to have a face. We picked Rosy Senanayake as the face of Anchor. She was a young mother who, before getting married, had represented Sri Lanka at beauty pageants. She had just the right blend of beauty and that young motherly disposition which fitted in well with the pristinely pure marketing strategy we were portraying. In hindsight, Rosy was a great pick as she continued to be associated with Anchor throughout her career, even after she won the Mrs. World title.

Our strategies worked and our sales began growing exponentially. In just 12 years, my very dedicated team, whom I liked to call my Anchor A Team (named after the famous TV series, the A-Team) and were truly like my family, had gained more than 70% market share. Beating the world’s No. 1 food corporation into second place was one of the biggest highlights of my business career.

I could never have done all this without Maha and Killi, and of course Susil, who was always there with a strong shoulder to cry on after major arguments with principals and suppliers. While Killi and Maha were always positioned together as the brothers running the Maharaja Group, they were diametrically opposing personalities. I knew Killi from our days in Singapore when he would visit us, but my first meeting with Maha was in their office at Bankshall Street, when I had been appointed Managing Director of the newly incorporated Jones Overseas Limited.

Maha, the older of the two, possessed a calm and collected personality, while Killi was very visionary, daring, outgoing and equipped with the courage to be different. But they got on extremely well, sharing company responsibilities with Killi’s personality fitting in well to travel the world to rally business for the company and Maha, managing the finances and controlling expenses.

Now that we had beaten Nespray and we were well entrenched in the milk powder market, it was time for another challenge. I wanted to tackle the milk tea segment, which was dominated by Lakspray, a cheaper product with only 26% fat. NZDB refused to supply us an equivalent to Lakspray as their thought process was that it would affect Anchor’s positioning. But on the ground, we were very aware of the market sentiment and so I arranged a meeting with the Directors of the UK Milk Marketing Board at the Savoy in London. My friend Baba Vairasinghe, who was the local agent for the UK Milk Marketing Board, arranged the meeting and accompanied me to it.

Some tough negotiations later, I left London with a signed contract for the supply of milk powder and payment arranged via a Letter of Credit. Not long after, two container loads of milk powder from the UK Milk Marketing Board arrived in Colombo – one went to Lanka Milk Foods, the producers of Lakspray, and the other to Jones Overseas for our new brand. This was a tough call for me and in fact, put to test the relationship and trust that had been built with NZDB. I knew Anchor was strong and the new brand didn’t pose any competition to Anchor. Eventually I was proved right and that little smudge in our relationship was obliterated.

My very able marketing team, headed by Shehara de Silva who created the brand name Ratthi, which in the Sinhala language means calf, was working overtime literally to make sure we continued our winning streak. We went into the market with a real clarion call and Ratthi didn’t disappoint. The calf was on a winning streak.

But our victories were not without some pain. It goes without saying that the world of business is one of ups and downs, but the challenge we faced in 1986 felt like an abyss and I was falling right into it. It was alleged that I was responsible for a consignment of contaminated weevil-infested full cream milk powder, which had been shipped to a semi-government entity under the Ministry of Trade, from the New Zealand Dairy Board.

The story made headlines in major newspapers with my name splashed across the front pages, even though I was only an indenting agent. I was devastated as I had nothing to do with it. This entity then sent a Letter of Demand for USD 1 million to NZDB and blacklisted the world’s largest exporter of dairy products, from supplying to Sri Lanka. The entire episode was impacting my company’s business very badly.

With the situation in dire straits, NZDB sent a technical team to Sri Lanka for an investigation. It was finally confirmed that this consignment of milk powder had been unloaded into a go-down which previously held rice. The importer had not fumigated the go-down prior to the milk powder being unloaded into it. The technical team then spent months sorting out our bags of milk powder. Even with these findings, the ban remained and our business reputation was suffering badly.

Finally, I couldn’t take the stress anymore and decided to meet my friend Lalith Athulathmudali who was the Minister of Trade. The best time to meet Lalith was when he was at breakfast because we could sit and chat undisturbed. I dealt a lot with him as Minister of Trade, due to the nature of my business. I told him what had happened, the findings of the technical team, and asked him to intervene in lifting the blacklist as the fault was not ours. It had already been proven that we had nothing to do with the unclean go-down.

“I can’t deal with this man,” I told Lalith exasperated, referring to the head of the semi-government entity, and not without a touch of anger. Lalith took one look at me, smiled and said, “Sumi, there’s no man you can’t deal with!” but assured me that he will sort things out, which he did. Looking back, this has been a pattern in my life. Just when I seem to be thrown into challenges that have taken me to the end of my tether sometimes, I seem to find the right person to pull me away from the edge of that precipice.

When it came to the intricacies of business, I was fundamentally self-taught. I had been thrown into the deep end and learned the ropes of commerce and industry on the run, but inherent wisdom told me that some professional value addition in business management would be helpful if I was to conquer the heights I had set for the company. In 1988, I had taken a short course in portfolio management and financial analysis in Geneva. This was a very exciting trip for me as Susil and I had travelled many times to Switzerland and revisiting some of the sites he and I went to, like Mont Blanc and the Matterhorn, gave me much joy. My fellow students and I would study during the week, and on weekends, put our studies aside and take a break doing these tourist runs.

In my quest for upskilling my business acumen, in 1992, I attended a course for chief executives at Wharton Business School at the University of Pennsylvania. This was a great opportunity for me to benchmark my knowledge and business skills with the other course attendees who turned out to be a Who’s Who of global business. I remember the CEOs of ASEA Brown Boveri (ABB) – a Swedish-Swiss MNC, Hewlett-Packard, Procter & Gamble, and ATT being among the participants. Besides learning from an honour roll of erudite economists and financial gurus from the USA, one of the biggest advantages I gained at Wharton was being taught speed reading.

With all the success our milk powder business was having, it was time for us to expand to a new office and factory complex. We obtained a loan of Rs. 600 million from BOC (for the construction of a state-of-the-art milk packing plant, liquid milk processing plant and an office complex. The entire complex was in Biyagama and was designed by Architect Navin Gooneratne. The complex was constructed by Mitsui and Sanken Lanka, which was headed by Ranjith Gunathilake. It housed some of the best dairy processing equipment imported from Holland, Denmark and Germany.

I was completely involved in the project from its very genesis. Both Navin and Ranjith were used to me poring over the designs and asking hundreds of questions, so I could visualise what the end-complex would be like. I knew the measurement of every wall, every angle and every area. I would make frequent visits to the site to keep tabs on progress except when I went on a six-week holiday to Europe with Susil, Anarkali and Aushi. When I returned, my first stop was in Biyagama.

As I drove in I was horrified. There were 16 giant concrete columns running the entire height of the facade of this five storey tall building. I knew this was not a design feature I had approved and immediately called Navin. “What are these monstrous columns doing in the front of my building?” I asked. “I want to make this a green building,” explained Navin patiently. “Those concrete columns are pergolas where plants can be grown. No one will see the concrete building as a result, only green, which will be very pleasing.”

However, I was not pleased. I turned to Ranjith who was privy to this conversation and asked him to remove the 16 columns immediately. “I don’t want to see even a trace of it. You’ll have to saw it off from ground level,” I told him. Ranjith was appalled and Navin was upset. Both tried to talk me out of it but to no avail. I had made up my mind.

The 16 columns disappeared, I was happy and Navin named himself the draftsman of the complex and me, the architect. The rest of the construction period was uneventful and went according to plan.

As Managing Director of Jones Overseas, I had the task of making a speech at the inauguration of the complex. In my address, I said, “I am 51 years old and have worked in this company now for over two decades. The time has come for me to hand over the reins of Managing Director to a younger person.”

No one expected this announcement but in my heart, I knew it was time. We were doing exceptionally well and judging by Sri Lanka’s corporate results, we were only second to Ceylon Tobacco Company in turnover. It’s always good to quit, while at the top!

After the ceremony, while we were returning from Biyagama, the Managing Director of NZDB Warren Larsen who listened to my speech at the inauguration asked me, “Sumi, are you willing to sell the business?” I didn’t think twice and quipped, “If the price is right, we will, but the final decision lies with Killi.”

Warren was determined to pursue the conversation. I had apprised Killi of the inquiry and when Killi hosted the NZDB team to lunch at his home, the subject of the sale of the company came up for discussion. Killi, who was always astute when it came to business deals, gave Warren the sale price based on future earnings. Then began a spate of lengthy negotiations with the finance director of the Maharaja Group entrusted with the task of number crunching. An agreement was reached.

The sale was completed in September 1996 and the same year in December, I resigned as Managing Director. And that was how we sold Jones Overseas to the New Zealand Dairy Board. With the sale of the company, I was considerably ‘well off’ as they say in Sri Lanka, having made sufficient money to enjoy life without running the rat race I had been used to for so long. I looked inwards and said to myself, “It is time to retire, spend time with our girls and travel the world.” And that is exactly what I did.

But I did keep abreast of news of my milk powder baby and was very happy when I learned eventually that Ratthi had got into the No. 1 position in the milk powder market, beating even Anchor, although a little part of me was sad that Anchor had lost that premier spot which we had built quite painstakingly.

However, while everything was looking good at this moment, during the time of the construction of new factory and office complex, I suffered a setback in my health.

I had become very stressed at work with this construction, travelling to Biyagama and back nearly every day, while ensuring our daily operations were on track, and helping Susil with his political affairs as he was now Chief Minister of the Western Province. The pressure was taking its toll on me.

I had a nagging pain in my spine which became quite debilitating. I consulted Prof. Henry Nanayakkara who referred me to Dr. Wijenaike. I was immediately hospitalised at Nawaloka Hospital and an ECG plus a plethora of other tests done.

Every test result came back negative but the debilitating pain persisted. I then flew to London and got myself admitted to Cromwell Hospital. A battery of tests later, every result was negative once again. There was nothing physically wrong with me. However, the doctor at Cromwell Hospital went a step further and referred me to a psychiatrist. A few sessions later, I was told that the pain was induced by stress. I was on the verge of a breakdown.

Killi was continually in touch with me and when I told him the diagnosis, he read the gravity of the situation and checked me into the Givenchy Spa at Trianon Palace Hotel in Versailles. I was placed on a special diet, received daily treatments with injections to my neck, had an exercise regime, revelled in massages and cycled in the evenings on the luscious 250-acre gardens. It was a total ten days of complete R&R and absolute bliss. One of the rules though was having no contact with the outside world, not even with family. The treatment, which I found out later that Killi had paid for in its entirety, worked.

Through these ten days, Susil was tasked with looking after Anarkali and Aushi. They went off on holiday to Yala with our lifelong friend Navin Gooneratne and his family. Ten days later, I returned to Sri Lanka – with no back pain – refreshed, rejuvenated and having regained my strength. I was ready to complete one of the biggest projects I had taken on – the construction of the new factory and office complex.

Just like everything in my life, I needed to be in control, even when it came to my illness. Through my bouts in hospitals, tests and spa treatment, I would absorb the details of the medical information by listening to doctors, scouring the reports and conducting my own extensive research. Susil himself had various medical issues – from cardiac, to cataract to kidney stones to septicaemia and everything else in-between, and I learned early on that I needed to be as well informed as the medical professionals, to be able to ask the relevant questions. Now I had added to my medical information arsenal and was becoming quite adept at dishing out medical advice, acquiring the title of having an honorary MBBS!

While this was generally a subject that prompted some mirth at dinner conversations, the arsenal I had collated did come in handy. When Anarkali developed a spine ache similar to mine while she was at Merrill Lynch, I knew exactly what to do. Her job was stressful, had long hours and gave her no free time. I organised a treatment regimen for her, similar to what I had at the Givenchy Spa, but at her apartment at Kensington Green, which was a gated community and close to Cromwell Hospital. Ten days later, Anarkali’s back pain disappeared and she was free from pain.

(Extracted from Sumi Moonesinghe’s Memoirs)



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Features

From Manifesto to Action without delay

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The prison violence in Negombo has become the first major crisis to confront the government since it came to power. The government may or may not be responsible for creating the conditions that have accumulated over decades and made the prison system a powder keg. The fact is the government’s Ratama Ekata anti-drug crackdown boosted the countrywide prison population from 28,000, in late 2024, to 41,000, in 2026. The conditions of imprisonment include chronic overcrowding, poor infrastructure, inadequate staffing, the penetration of organised crime and drug networks into prisons, and the long neglect of prison reform by successive governments. The Negombo Prison was housing approximately 2,600 inmates at the time of the clashes although it was built for only about 650. By the time order was restored, 29 people, including seven prison officers, had lost their lives and more than 100 others had been injured.

Justice Minister Harshana Nanayakkara accepted responsibility before Parliament, visited the Prison and announced immediate measures, including legislative changes to facilitate bail and alternatives to remanding prisoners. The NPP government needs to accept responsibility for its failure to anticipate the danger, to respond with sufficient speed and competence once the problem had erupted. A dangerous situation can be observed countrywide with more than 42,000 prisoners being held in prisons designed to accommodate about 10,000 inmates. The magnitude of the Negombo Prison tragedy needs to be understood not merely as an isolated incident but as a warning that the government cannot postpone structural reforms indefinitely. A government elected on the promise of changing the system cannot justify repeating the failures of its predecessors on the basis that it is sincere and uncorrupt unlike them.

The failure to move beyond promises has become evident in several other sectors as well. Farmers continue to agitate over unresolved problems. Plantation workers continue to seek meaningful integration into national life. Many of them, who were victims of Cyclone Ditwah, continue to live in miserable conditions due to the government’s slowness in dealing with their problems of their lack of ownership of lands and homes. The Mylathamadu cattle farmers of Batticaloa have issues once again even after two presidents, President Ranil Wickremesinghe and now President Anura Kumara Dissanayake ordered evacuation of intruders in terms of court orders. But the local police and the Mahaweli Authority officials seem slow to take any actions, even to the extent of not complying with judicial decisions. Victims of past human rights violations and thousands of families of missing persons are still waiting for justice. The promised repeal of the Prevention of Terrorism Act has yet to materialise. Prison reform has now joined this growing list of deferred commitments.

NPP Pledges

The National People’s Power election manifesto promised not merely honest government but systemic transformation. Under the section dealing with prisons, it pledged to restructure the prison system, reduce overcrowding, expand open prison facilities, strengthen rehabilitation through education, vocational training and psychological support, establish a formal parole system and transform prisons from places of punishment into centres of rehabilitation and reintegration. Those promises reflected international best practice and recognised that a humane prison system is essential to a democratic society. Yet nearly two years into its term little visible progress has been made in implementing these reforms.

Sri Lanka has witnessed different types of prison violence. Some have erupted spontaneously because of intolerable prison conditions, overcrowding and frustration. Others have occurred under circumstances that raised alarming questions about state complicity. The massacre of 53 Tamil political prisoners inside Welikada Prison during the anti-Tamil violence of July 1983 remains one of the darkest chapters in the country’s history. Those prisoners were not protected despite being under state custody. The Mahara Prison violence of November 2020, in which 11 inmates were killed after protests over Covid conditions, similarly generated serious allegations regarding the targeted use of weapons and led to widespread calls for an independent investigation.

Following the deadly violence at Mahara Prison during the Covid pandemic, then Opposition party leader Anura Kumara Dissanayake declared in Parliament that “those who are remanded and imprisoned are under the custody of the state. Therefore, the primary responsibility for the safety of the lives of the prisoners and detainees who are in state custody lies with the government.” He further said that “it is entirely unacceptable in a democratic nation that upholds human rights for prisoners, who are under the protection of the state, to be gunned down while in government custody.” But in the Negombo tragedy once again the state, with President Dissanayake at the helm, was unable to protect the inmates though there is no evidence that the government orchestrated the violence. Being in power for two years there is a rightful expectation that it could have taken better preventive action.

Urgency Needed

There are two special conditions, however, that make the Negombo Prison tragedy a possible turning point rather than merely another episode in Sri Lanka’s long history of prison violence. The first is that until these events the country had enjoyed an extended period without major organised political or communal violence. This improvement was recognised internationally when Sri Lanka rose 30 places in the 2025 Global Peace Index to rank 67 among 163 countries. The Index measures countries on three broad indicators, namely the level of societal safety and security, the extent of ongoing domestic and international conflict, and the degree of militarisation. The improvement reflects the country’s recovery from the years of political upheaval and economic collapse and suggests that Sri Lanka is moving towards a more peaceful future.

The second distinguishing feature is that the present government has no known links to organised crime or the underworld that has so often been associated with sections of the political establishment in the past. This is one of its greatest strengths. President Anura Kumara Dissanayake has spoken publicly about the nexus between organised crime, drug trafficking, money laundering and politics, and has challenged political parties to take action against members who maintain links with criminal networks. That willingness to confront organised crime gives the government a credibility that previous governments lacked. But integrity by itself is not enough. Honest intentions must be matched by administrative competence and political will. A government that seeks to change the system must demonstrate that it can reform and manage the institutions of the state more effectively than those who came before it. The Negombo tragedy suggests that this remains a major challenge.

The government’s greatest asset remains the trust that the public has placed in its sincerity. Unlike many previous governments, it is not burdened by allegations of protecting organised crime or profiting from corruption. That gives it a unique opportunity to undertake reforms that others could not credibly pursue. But it must not rest on its laurels in the belief it is superior to the rest. The Negombo Prison tragedy should become the catalyst for implementing the wider programme of reform promised in the election manifesto. Prison reform cannot be viewed in isolation. It is part of the broader commitment to change the system, strengthen public institutions and ensure that the state serves the people with competence as well as integrity. The reforms promised to rice farmers, cattle herders, plantation communities, victims of past human rights violations and all those who looked to the government for a new beginning deserve the same sense of urgency. Other priorities cannot justify postponing the structural changes that the NPP promised and the country has waited for decades.

by Jehan Perera

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Chandi: The one-tusked rebel who defied captivity and became a symbol of Sri Lanka’s wild spirit

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The story of Chandi (T081), the legendary one-tusked elephant of Galgamuwa, is not merely the tale of a wild tusker. It is the remarkable chronicle of an animal whose lifelong struggle for freedom challenged conventional wildlife management, captivated conservationists and villagers alike, and ultimately became one of the most inspiring chapters in Sri Lanka’s wildlife history.

Known affectionately as “Chandi”—a Sinhala name signifying courage, toughness and fearlessness—the iconic tusker earned his place among the country’s most celebrated wild elephants through sheer determination rather than physical grandeur. Born with only one tusk, he repeatedly demonstrated that true strength lies not in appearance but in resilience.

Wildlife photographer and conservationist Chandika Lakmal, founder of Wild Tuskers of Sri Lanka, believes Chandi’s life offers valuable lessons for wildlife conservation and the management of human-elephant conflict.

“Chandi was much more than an elephant.

He became the embodiment of freedom. Every chapter of his life reflected an extraordinary determination to return to the forests where he was born. He showed us that elephants possess deep memories and emotional connections to their homeland that cannot simply be erased through translocation.”

Lakmal said Chandi’s story deserves to be preserved not only as wildlife history but also as a reminder that conservation strategies must be guided by science and compassion.

Unlike most Sri Lankan tuskers, Chandi possessed only his right tusk after being born without the other. Yet that single tusk became an extraordinary tool in his battle against electric fences and other barriers erected across his traditional range.

For decades, Chandi roamed the forests and agricultural landscapes surrounding Galgamuwa, including Mudiyannegama, Ehatuwewa, Kaduru Wewa and Siyambalangamuwa. As cultivation expanded and natural habitats became increasingly fragmented, his encounters with people became more frequent.

Authorities first captured him around 2009 and transported him nearly 200 kilometres away to the Somawathiya National Park in an attempt to reduce conflict between villagers and wildlife.

Many believed the relocation marked the end of Chandi’s association with Galgamuwa.

They were mistaken.

Displaying one of the most extraordinary examples of elephant navigation recorded in Sri Lanka, Chandi travelled through unfamiliar forests and settlements before eventually finding his way back to his birthplace.

“His return astonished everyone,” Lakmal recalled. “Very few animals could accomplish such a journey. Chandi demonstrated the incredible navigational abilities of elephants and their unwavering attachment to familiar landscapes.”

Years later, renewed crop-raiding incidents resulted in another decision to remove him from his home.

This time, he was sent to the Horowpathana Elephant Holding Ground, where elephants considered troublesome are kept under confinement.

For many wildlife observers, Horowpathana represented a final destination.

Numerous elephants transferred there had struggled to adapt to restricted movement and limited access to natural feeding grounds.

Few expected Chandi ever to return.

Yet the fearless tusker once again surprised the nation.

He escaped.

Breaking through barriers that were believed to be secure, Chandi returned to Galgamuwa, reclaiming the forests that had shaped his life.

His remarkable escape became one of the most talked-about wildlife stories in Sri Lanka.

As Chandi aged, deteriorating eyesight increasingly drove him towards cultivated lands in search of food.

Concerned about renewed conflict, authorities captured him once more around 2018 and transferred him back to Horowpathana.

This time, however, every conceivable measure had been taken to prevent another escape.

Massive reinforced concrete pillars were embedded deep underground. Heavy steel cables linked the posts while multiple rows of electric fencing surrounded the enclosure. Steel spikes were fixed atop the pillars.

It was considered escape-proof.

Nevertheless, within months Chandi once again appeared in Galgamuwa.

To this day, nobody knows exactly how he managed to escape.

“That second escape has become one of the greatest mysteries in Sri Lanka’s wildlife history,” Lakmal said. “Despite all the engineering, Chandi proved once again that the desire for freedom can never be underestimated.”

Lakmal believes Chandi’s repeated returns challenged long-held assumptions about elephant translocation.

“His life clearly demonstrated that moving elephants away from their traditional home ranges is not always an effective long-term solution. Many elephants attempt to return, sometimes travelling hundreds of kilometres and creating even greater risks for themselves and people.”

In his twilight years, Chandi became noticeably calmer.

Poor eyesight reduced his movements, and instead of covering extensive distances he remained within a relatively small range around Galgamuwa.

Villagers frequently encountered him standing quietly in reservoirs, resting beneath trees or walking peacefully along rural roads.

Despite his formidable reputation from earlier years, he rarely displayed aggression toward people.

His calm demeanour transformed him into one of Sri Lanka’s favourite photographic subjects.

Wildlife enthusiasts travelled long distances simply to witness the legendary one-tusked giant.

According to Lakmal, Chandi developed an almost mythical status among elephant lovers.

“People admired him because he represented resilience.

He survived repeated captures, difficult relocations and confinement, yet never surrendered. His determination inspired thousands who followed his story.”

Local folklore added another colourful chapter to Chandi’s reputation.

Villagers often joked that the giant tusker occasionally developed a taste for “goda”, the illicit liquor brewed near remote village tanks.

Whether fact or folklore, the tale only strengthened his legendary status among local communities.

Towards the end of 2023, proposals surfaced once again to relocate Chandi, this time to Maduru Oya.

The proposal was met with strong opposition from conservationists, wildlife photographers and local residents.

Many argued that after spending a lifetime defending his homeland, Chandi deserved the dignity of living out his final years where he belonged.

Fortunately, the relocation never took place.

Instead, Chandi remained in Galgamuwa until the end.

His final battle came not against humans but against nature itself.

In late 2024, he suffered fatal injuries during a confrontation with another dominant tusker, Ratta (T079), near Kaduru Wewa.

He was believed to have been approximately 55 years old.

His death marked the end of an extraordinary life that had captured the imagination of wildlife lovers across Sri Lanka.

Lakmal says Chandi’s greatest legacy extends far beyond his individual story.

“Future generations should remember Chandi as the elephant who repeatedly chose freedom over captivity. His life teaches us that conservation is not simply about fencing animals or relocating them.

It is about understanding their behaviour, respecting their natural movements and protecting the landscapes that sustain them.”

He added that Sri Lanka’s escalating human-elephant conflict requires more scientific planning, habitat restoration and landscape-level conservation rather than relying solely on translocation.

For many conservationists, Chandi will forever remain one of the greatest symbols of the island’s wild heritage—a fearless survivor whose determination inspired a nation.

His story is ultimately one of resilience, belonging and freedom.

Long after his footprints have faded from the dusty roads of Galgamuwa, the legend of Chandi—the one-tusked rebel who refused to surrender his homeland—will continue to echo through Sri Lanka’s forests, reminding future generations that the spirit of the wild cannot easily be confined.

By Ifham Nizam

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Rethinking retirement ages: A case for judicial and public sector reform

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The current debate on increasing the retirement age of judges has attracted considerable public attention. While some people support the proposal as a means of retaining experienced members of the judiciary, others argue that extending the tenure of senior judges would unfairly delay promotional opportunities for younger judges.

This argument, though frequently repeated, overlooks a far more important question. The issue is not whether promotions will be delayed. The real question is whether Sri Lanka should deprive itself of the services of highly experienced professionals simply because they have reached a predetermined age.

The judiciary exists to serve the people, not to provide a career ladder for judges. Every decision relating to judicial appointments and retirement must therefore be guided by one overriding principle – the public interest.

Sri Lanka currently requires Supreme Court judges to retire at the age of sixty-five, Court of Appeal judges at sixty-three, High Court judges at sixty-one and Magistrates and District Judges at sixty. These retirement ages are considerably lower than those found in many developed countries.

Canada requires federally appointed judges to retire at seventy-five. Australia, New Zealand, Belgium, Denmark, Ireland, Japan, the Netherlands, Norway and Spain generally prescribe retirement at seventy, while Germany and France have retirement ages around sixty-seven. The United States goes even further by granting life tenure to federal judges, including Supreme Court Justices, subject to good behaviour.

These countries have adopted such policies because they recognise a simple reality. The value of a judge lies not in physical strength but in wisdom, maturity, independence, integrity and decades of accumulated legal knowledge.

Unlike many occupations where physical ability may decline with age, judicial competence often improves through experience. Every constitutional interpretation, every commercial dispute and every criminal appeal benefits from the judgment of individuals who have spent decades applying the law under diverse and often difficult circumstances.

Life expectancy has increased significantly throughout the world. Advances in healthcare have enabled many professionals to remain mentally alert and physically active well into their seventies. Society has readily accepted this reality. Distinguished surgeons continue to perform complex operations. University professors continue to teach and conduct research. Engineers continue to supervise major infrastructure projects. Senior accountants, architects and consultants continue to advise governments and multinational corporations. There is no convincing reason why judges, whose principal contribution is intellectual rather than physical, should be treated differently.

Opponents of extending judicial retirement often argue that doing so would reduce promotional opportunities for younger judges. While understandable from an individual career perspective, this argument should not determine national policy.

Promotions are not an end in themselves. Nor should vacancies be artificially created merely to accelerate career advancement.

No successful private corporation dismisses its most capable Chief Executive Officer simply because younger executives are waiting for promotion. Universities do not ask distinguished professors to retire to create vacancies for lecturers. Hospitals do not remove highly respected consultants because junior doctors are ready to advance. International engineering firms do not compel their most experienced engineers to leave office solely to facilitate promotions.

The objective of every successful institution is to retain capable people for as long as they continue to perform effectively. The judiciary should be no exception.

Indeed, experienced judges provide an invaluable service beyond deciding cases. They mentor younger judges, preserve institutional memory, maintain consistency in judicial standards and uphold the traditions and independence of the courts. Their guidance helps shape the next generation of judges and contributes directly to the quality of justice delivered to the public.

Another important consideration is Sri Lanka’s substantial backlog of litigation. Delays in the disposal of cases continue to frustrate litigants and undermine public confidence in the justice system. Retaining experienced judges for a few additional years could contribute significantly to reducing these delays while ensuring continuity and stability within the courts.

Naturally, extending the retirement age should not mean automatic continuation in office. Every extension should be subject to periodic medical examinations, continued professional competence, impeccable ethical standards and satisfactory performance. Those who are no longer able to discharge their responsibilities effectively should retire regardless of age.

More importantly, this discussion should not be confined to the judiciary.

Sri Lanka should undertake a comprehensive review of retirement policies throughout the public sector.

Our country has invested enormous public resources in educating and training doctors, engineers, university academics, scientists, accountants, administrators and numerous other specialists. Many of these professionals remain exceptionally capable long after reaching the current retirement age. Yet the nation often loses their services at precisely the stage when their knowledge, judgment and experience are at their highest.

This represents not merely a loss to the individual concerned but a significant loss to the country.

The argument that senior officers should retire simply to create promotional opportunities for juniors is equally unconvincing in every sector.

Promotions should be based on merit, competence, leadership and organisational need, not merely on vacancies created by compulsory retirement.

A well-managed institution should be capable of retaining outstanding senior professionals while simultaneously identifying, training and promoting younger officers on merit. Effective succession planning, mentoring and professional development are the proper solutions, not the premature loss of experience.

Public institutions exist to serve the people. Their primary responsibility is to deliver efficient, impartial and professional services. Every policy decision relating to retirement should therefore be assessed according to one simple question: Will this improve the quality of public service?

If the answer is yes, reform should be seriously considered.

If Sri Lanka wishes to strengthen its institutions and improve governance, it must make better use of one of its greatest national assets—the experience of its senior professionals.

Retirement should no longer be viewed simply as a matter of chronological age. It should increasingly be based on continued competence, medical fitness, integrity and the ability to contribute meaningfully to national development.

Such a policy would strengthen the judiciary, improve public administration, preserve invaluable institutional knowledge and ensure that Sri Lanka benefits fully from the wisdom and experience of those who have dedicated their lives to public service.

The objective should never be to retain people because they are senior.

The objective should be to retain the best people for as long as they remain capable of serving the nation with distinction.

by K. R. Pushparanjan

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