Ceylon Tea is world-famous. But Are the Lives Behind It Valued Enough?

 

Sri Lankan Tea Estate Labour: Local Realities Through a Global Agribusiness HR Lens

Introduction

Sri Lanka’ tea industry is one of the most recognized agricultural sectors globally. It is a major employer and a key source of foreign exchange, known globally for high-quality Ceylon tea. However, despite the strong recognition and the economic value, tea estate employees remain vulnerable. Their lifestyle, working conditions, and welfare benefits are still undervalued, and the many management systems remain outdated. When it's compared with the worldwide trend in agribusiness workers, it becomes evident that Sri Lanka’s plantation model needs to be updated with strong HR practices and a more ethical, people-centered approach. Knowing both the local and global background is the first step toward changing this important sector. 

History

The Sri Lankan tea estate labourers are facing an exclusive combination of historical, social, and economic issues.  Most of the workers are Malayan Tamils, who are the descendants of indentured labourers who were brought to the area by British colonizers.  Most still reside in tiny houses, which were called “Line houses” built by the British, which are now owned by the plantations/companies.  Many workers reside on estates their families have occupied for decades, with limited mobility, low salaries, and restricted access to excellent education and healthcare. HR practices in the plantation sector generally focus on administrative and compliance-based tasks, focusing more on daily operations than on long-term skill development or employee well-being. Staff shortages, transitions of generation, and low-quality lifestyles show the big gap between traditional tea estates’ management and modern HR strategy requirements (Ceylon Independent, 2025).

As of late 2024, there are approximately 300,000 to 470,000 people working on tea estates in Sri Lanka, with one report stating over 300,000 directly employed and another citing around 470,000 living on estates (The Guardian, 2023).

Global context

Considering global agribusiness industries, plantation crops in Kenya, India, and Australia and large-scale farms in Europe and South America are rapidly implementing methods with broad-mindedness for employees’ needs. These include ethical sourcing rules, automation and digital tools, upskilling initiatives, and diversity and gender equity programs. (ESG-driven labour norms – Environmental, Social and Governance labour practices). As per the international standard, they believe sustainable agriculture means not only the productivity but also the dignity, safety, environment, and involvement of employees. As a result, laborers in mature agricultural systems are gradually getting better safeguards, stronger labor rights, and access to skill development (Al Jazeera, 2024).

HR Strategies for Sri Lanka’s Tea Estate Labour Force:

1.  Reformed recruitment and labour planning:

i. Today’s young generation is motivated by career development opportunities, not by daily wages. Therefore, a well-structured career development path should be introduced.

 

2. Invest for training and skill development

i. Provide technical training (plucking efficiency, quality control, new technology).

ii. Establish proper leadership training for estate staff to manage employees in a professional and ethical manner.

3. Improve living conditions, styles, and welfare facilities.

i. Improve Line rooms with more basic facilities and extra amenities. 

ii. Give the highest priority for cleanliness and appropriate sanitation to maintain the hygiene and create a safe environment.

iii. Set up nutrition and health awareness programmes (health camp) to enhance their health condition.

iv. Deliver safety training for machinery and chemical handling.

v. Facilitate medical services for healthcare and childcare.

 

4. Implement a fair compensation system and maintain transparency and motivation.

i. New incentive systems should be introduced rather than be based on traditional daily wage. E.g., incentives for productivity, bonuses for attendance, and skill-based incentives.

ii. Salary and incentive payments are to be scheduled on time to motivate employees.

 

5. Promote Gender equity and women's empowerment –

i. Since the majority are female employees, management should consider their concerns and needs and it should be taken seriously. 

ii. Offer maternity support in every way, including physical and mental well-being support, introduce flexible work schedules, and make them feel a safe work environment.

iii. Encourage women’s leadership roles in community development. Establish welfare committees and support.

iv. Strengthen HR practices and emphasis that female workers’ voices are valued. 

6. Use global HR rules and practices that are both ethical and long-lasting

i. Follow global HR policies set up by an international organizations such as ILO.

ii. Make clear and adhere to the environment with zero-tolerance policies for harassment, discrimination, and child labour.

 

7. Use modern technology for for HR processes.

i. Implement digital attendance systems and payroll management.

ii. Use mobile apps for worker’s communication, updates

 

8. Develop clear career development path and create opportunities

i. Provide necessary needs and support for workers' children to break the cycle of poverty

ii. Ensure employees with well-defined career progression pathways, such as field technicians, welfare officers, machine operators, factory assistants, and supervisors.

 

9. Create community development programs within the estates. 

i. As HR leaders, facilitate them with early childhood and school education.

ii. Invest community infrastructure

What should be changed first?

In Sri Lanka, the tea industry workers are traditionally referred to as ‘estate labour’. If we want meaningful change in the sector, this terminology must evolve. Building dignity, respect, and a contemporary HR culture begins with acknowledging people as team members or employees. 

Conclusion

To make Sri Lanka's tea industry align with international agribusiness standards, HR procedures need to revise. If skill training, computer literacy, and career development are improved, the next generation of estate workers will be better prepared. Better living circumstances, gender equality, and a stronger employee voice will all help to boost dignity and trust. If international labor and ecological standards are maintained, people all across the world will have more faith in each other. Modern HR approaches can make estate communities better, as well as making the tea business more moral and competitive in the future.

 

 

Reference

(Ravindran, J. 2023), The Guardian We give our blood so they live comfortably: Sri Lanka’s tea pickers say they go hungry and live in squalor [Online] Available at https://www.theguardian.com/global-development/2023/may/23/we-give-our-blood-so-they-live-comfortably-sri-lankas-tea-pickers-say-they-go-hungry-and-live-in-squalor#:~:text=Most%20workers%20are%20Malayaga%20Tamils,to%20defecate%20in%20nearby%20rivers. [Accessed on November 14, 2025].

(AP, Aljazeera, 19 Sep 2024). [Available at] https://www.aljazeera.com/gallery/2024/9/19/sri-lankas-tea-estate-workers-courted-by-presidential-candidates#:~:text=There%20are%20an%20estimated%201.5,President%20Ranil%20Wickremesinghe%20in%20Badulla.%20%5B. [Accessed on November 14, 2025]

(Rameez, R. 2025) Ceylon Independent The Real Line Room Experience: Through The Eyes Of An Estate Worker [Available at] https://www.independent.lk/real-line-room-experience-eyes-estate-worker/ [Accessed on November 14, 2025]