Lessons from Kanishka Samaraweera’s 40-Year Journey in the Plantation Industry

When you ask Kanishka Samaraweera about his four decades in plantation HR, he won’t start with policies or processes. Instead, he’ll talk about people: the workers who rise before dawn to tend the fields, the families who have called these estates home for generations, and the communities whose lives are intrinsically tied to the land.

For over 40 years, Kanishka has been more than just an HR professional. He has acted as a bridge—connecting management with the workforce, policy with practice, and tradition with transformation.

Now serving as Senior Manager – Employee Relationships (Group) at Anunine Holdings, representing Sri Lanka’s only private-sector sugar plantation and processing center, Kanishka continues to redefine the industry. He approaches his role with responsibility and care, balancing business demands with the well-being of thousands who depend on the plantation for their livelihoods.

A Career Rooted in Plantations

Kanishka’s journey began in 1984 when he stepped into plantation management as an Assistant Superintendent. The vast estates, the structured routines, and the intricate connection between the workers and the land quickly became familiar.

Over the years, his career expanded into other industries such as apparel, tyre manufacturing, and industrial HR. However, the plantation sector always called him back.

I’ve worked in multiple industries, but plantations have a unique complexity,” he reflects. “It’s not just about business operations; it’s about sustaining entire communities.

Returning to the plantation sector, Kanishka embraced senior HR roles, managing not only work-related issues but also housing, healthcare, and livelihoods for hundreds of employees and their families.

The Unique Nature of HR in Plantations

Unlike traditional corporate roles, plantation HR requires managing workers who often live on-site with their families, relying on estate facilities for their essential needs.

“We’re responsible not just for wages but for their well-being—housing, healthcare, child care , food stuff, education, and even transport. These are things that directly impact morale and productivity,” Kanishka explains.

Another challenge is worker migration. Plantation work is often seasonal, and opportunities abroad tempt workers to leave in search of better wages.

“This is generational work, where many follow in their parents’ footsteps. But if we don’t provide stability, they will leave. That’s why it’s important to build trust, listen to their concerns, and ensure fairness.”

Modernizing Plantation HR

Kanishka has been instrumental in introducing modern HR practices to this age-old industry.

“We started by physically marking attendance, but now we have biometric systems,” he shares. “Training is another key area. By bringing in professionals, we help workers acquire skills that improve productivity and safety. It’s important that workers feel they are learning and growing, not just repeating tasks.”

For Kanishka, HR isn’t a desk job. “It’s about being on the ground, talking to people, and solving problems as they arise. In plantations, HR is a 24-hour job—you have to be there when people need you!”

Some of his key initiatives include:

• Skill Development Programs: Introducing new agricultural techniques to enhance productivity.
• Leadership Training: Developing future plantation managers from within the workforce.
• Workplace Safety Workshops: Ensuring better working conditions and employee well-being.
• Managerial Training: Helping leadership teams understand the human side of HR, beyond policies and targets.

Despite the challenges, Kanishka finds deep satisfaction in his work. “Over the years, I’ve recruited more than 2,000 employees. Seeing people grow, earn better wages, and support their families gives you a sense of purpose. It’s not about big achievements; it’s about small, meaningful changes in people’s lives.”

Since joining Ethimale Plantation in 2015, the workforce has grown from just a handful of employees to 1,400 and the company now supports over 8,000 outgrower farmers supplying sugarcane. “Knowing that so many livelihoods are connected to what we do is humbling.”

Looking Ahead

For young HR professionals aspiring to manage complex workforce dynamics, Kanishka offers a simple yet profound lesson: Be present.

HR isn’t just about policies. It’s about understanding human behavior, struggles, and aspirations,” he says. “If you don’t engage with people directly, you won’t earn their trust. And without trust, HR loses its purpose.

As the plantation industry evolves, HR strategies must adapt, embracing fair wage models, stronger worker protections, and continuous modernization. Yet, the human connection must remain at the core.

Kanishka remains committed to ensuring plantation HR progresses while preserving values like dignity, fairness, and community. With leaders like him at the helm, the future of plantation HR in Sri Lanka is undoubtedly in capable hands.