Business

Beyond the Echo Chamber: Why diversity is Sri Lanka’s ultimate strategic asset

Published

6 months ago

2025/07/24

In a nation standing at a crossroads of economic recovery and social reconciliation, the dialogue surrounding diversity and inclusion has never been more critical. Moving beyond its frequent characterization as a Western corporate buzzword, a recent high-level discussion framed diversity as a cornerstone for Sri Lanka’s future prosperity and unity. The second day of the International HR Conference, hosted by the Chartered Institute of Personnel Management (CIPM) Sri Lanka on June 3rd at the Monarch Imperial in Kotte, convened a powerhouse panel of business leaders to dissect the theme, “Diversity for Creativity: Strengthening Social Cohesion.” The conversation that unfolded was a masterclass in shifting the narrative from diversity as a compliance metric to diversity as a strategic, non-negotiable imperative for innovation and national healing.

The panel, expertly moderated by CIPM President and Siam City Cement Lanka’s Chief People Officer, Priyantha Ranasinghe, featured a formidable lineup of minds: Rajendra Theagarajah, the astute Independent Non-Executive Chairman of First Capital Holdings PLC; Sabrina Esufally, the dynamic Managing Director of Hemas Consumer Brands; Tamali Rodrigo, Partner and Head of Restructuring and Corporate Governance at KPMG Sri Lanka & Maldives; and Shalin Balasuriya, the visionary Co-Founder and Group Director of Spa Ceylon Ayurveda Wellness. Together, they argued that for Sri Lanka to thrive, its boardrooms, product lines, and social fabric must begin to reflect the rich tapestry of its people.

The Unassailable Business Case:Diversity as a Performance Driver

Priyantha Ranasinghe initiated the discourse by acknowledging a crucial gap: while conversations around Diversity, Equity, and Inclusion (DEI) are gaining traction in Sri Lanka, the nation’s corporate sector lags significantly behind global benchmarks in implementation. He set a powerful tone, urging leaders to transcend performative gestures and embed DEI into the very DNA of their corporate strategy.

Rajendra Theagarajah, drawing upon decades of experience in the banking sector, immediately gave this call a tangible form. He argued that intentional diversity, particularly in leadership, is a direct catalyst for superior decision-making. “The quality of a decision fundamentally improves when it is informed by a variety of perspectives,” he asserted. He shared a compelling case study from his career where the strategic recruitment of young people from rural communities to serve those same communities resulted in a more empathetic, effective, and ultimately profitable service model. The lesson was clear and profound: “Diversity must mirror your stakeholders.” For a business to truly understand its market, it must first understand the people within it.

Shalin Balasuriya, whose brand Spa Ceylon has taken Sri Lankan wellness to the global stage, echoed this sentiment. He emphasized that authentic market intelligence is not born from spreadsheets and data analytics alone. “Cultural insights don’t come from data—they come from people. From lived experiences,” he explained. He contended that building an internal team that reflects the consumer base is the first step to genuine innovation. Such an inclusive environment, he argued, not only sparks creativity but also cultivates profound team cohesion and loyalty—a crucial asset in any competitive industry.

For Sabrina Esufally, DEI is not a “nice-to-have” but a core driver of market growth. “If you treat diversity as a compliance, tick-box exercise, you will never unlock its true, transformative value,” she warned. She detailed how Hemas Consumer Brands strategically repositioned its innovation pipeline by asking a simple yet revolutionary question: “Who is the market not solving for?” This inquiry led them to the “margins,” where immense growth opportunities lay hidden in plain sight. By identifying and addressing the unmet needs of underserved populations—such as the lack of access to affordable sanitary products in rural areas or disparities in oral healthcare—the company unlocked new revenue streams while simultaneously fostering greater equity. “Growth happens at the margins,” Esufally declared, positioning inclusion as a powerful engine for business expansion.

Bringing a rigorous consulting perspective, Tamali Rodrigo underscored that in the realm of professional services, cognitive diversity is not merely advantageous—it is essential. “Diverse teams consistently deliver better, more robust solutions. It’s not optional for success,” she stated. However, she cautioned that building such teams requires a structured, deliberate approach. This includes actively managing resistance to change, codifying inclusive policies, and—critically—holding teams accountable through DEI-related Key Performance Indicators (KPIs). “Inclusion isn’t a special project,” Rodrigo insisted. “It must be embedded in how we work every single day.”

The Social Imperative:
Weaving Cohesion from the Ground Up

The discussion then pivoted from the boardroom to the foundational pillars of society, exploring how true inclusion must be nurtured long before an individual’s first job interview. The panelists unanimously agreed that the roots of division, and therefore the seeds of unity, are planted in childhood.

Rajendra Theagarajah spoke with passion about the urgent need to start at the level of early childhood education. He described Rotary-led initiatives that train preschool teachers by intentionally bringing together educators from different regions, ethnicities, and linguistic backgrounds. The transformation was often profound. “By the third day, they were in tears, hugging each other,” he recounted. “It’s not hate that divides us—it’s unfamiliarity.” He also pointed to sports, citing events like the Harmony Cup cricket tournament, as powerful platforms for dismantling social barriers by fostering interaction and shared purpose among youth from different communities.

Shalin Balasuriya reinforced this, identifying the family unit as the primary incubator for inclusive thinking. “Home is where children first learn about difference—about festivals, cultures, and empathy,” he said. He recalled his own formative experiences in scouting and school sports, which enabled him to build friendships that transcended ethnic and social boundaries. “Interaction is the antidote to division,” he concluded.

Sabrina Esufally offered a sharper critique of the current system, arguing that diversity must be normalized, not spotlighted as an exception. “When difference is constantly presented as ‘other,’ it inevitably becomes a point of contention,” she explained. She condemned the structural segregation present in the education system, where children from Sinhala and Tamil backgrounds can attend the same institution for years without ever meaningfully engaging. “We need decisive policy changes to undo this structural separation,” she insisted, calling for systemic reform in curriculum, public policy, and leadership mindsets to construct a genuinely inclusive Sri Lanka.

From Policy to Purpose:
Architecting an Inclusive Corporate Culture

Translating noble intentions into organizational reality requires a deliberate and sustained effort. Tamali Rodrigo shared a powerful example from KPMG, where a mentorship program paired a new recruit who had communication difficulties with a supportive team. By placing him in a role that leveraged his analytical prowess, he thrived, ultimately uncovering significant financial irregularities that others had missed. “We would have missed his extraordinary talent had we not consciously created the space for him to succeed,” she reflected.

This principle of adapting the environment to the individual, rather than forcing the individual to conform, was a recurring theme. Shalin Balasuriya shared Spa Ceylon’s success with an inclusive training program for hearing- and speech-impaired individuals. With the right support systems, these employees not only met but exceeded performance expectations.

The conversation also tackled the more sensitive, yet crucial, dimensions of inclusion. Esufally urged companies to move beyond creating passive ‘safe spaces’ for LGBTQ+ employees and instead foster a culture of genuine celebration. “When people are forced to hide a part of who they are, you lose their full potential, their full creativity,” she stated. “Difference isn’t a liability—it’s your competitive edge.”

To ensure these efforts are not merely anecdotal, Theagarajah advocated for robust data practices to drive accountability. “Track your metrics on gender, ethnicity, disability, and representation at all levels. Tie these DEI metrics directly to performance evaluations and leadership bonuses,” he urged. “In progressive global markets, DEI reporting directly impacts investor confidence and even share price. It’s not just ethical—it’s strategic finance.”

A Cohesive and Creative Nation

The path to a more innovative, resilient, and cohesive Sri Lanka is paved with intentional inclusion. It requires leaders who are brave enough to challenge the status quo, to look beyond their echo chambers, and to design organizations and policies that reflect the nation’s true diversity.

The panelists’ message was unequivocal: diversity is not a soft, feel-good initiative but a hard-edged strategic tool. It is the key to unlocking new markets, building resilient teams, making smarter decisions, and healing societal rifts. As Sabrina Esufally powerfully summarized, “Innovation doesn’t come from sameness.” For Sri Lanka, embracing this truth is not just smart business—it is the most vital investment it can make in its future.

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Business

Flagship Colombo terminal held back by equipment tender failures

Published

14 hours ago

2026/01/25

Thilina Walpola

The Colombo East Container Terminal (CECT), Sri Lanka’s flagship port project under the Sri Lanka Ports Authority (SLPA), remains unable to reach full operational capacity, more than four years after construction began, industry insiders say. Despite near-complete infrastructure and a strategic vision to bolster Sri Lanka’s position as a regional maritime hub, the terminal is paralyzed by a single missing component: straddle carriers, essential machines for moving containers between ships and yard storage.

“The terminal is essentially ready. Quay cranes, yard cranes, automation systems, and supporting infrastructure are all in place. Only straddle carriers are missing, and without them, full-scale operations are impossible,” Tharanga Jayasinghe, President of the Port Finance Divisional Independent Employee Association, told journalists.

Addressing a press conference held in Colombo Jayasinghe said that the delay is not due to employee performance. “SLPA staff have delivered outstanding results at the Jaya Container Terminal and partial operations at CECT. The responsibility to bring CECT fully on track now lies squarely with SLPA management and the authorized decision-makers overseeing this strategic national investment.”

Since 2021, the procurement of straddle carriers has gone through five tender attempts, each canceled or revised, resulting in significant lost time. Early tenders focused on leasing the machines, then on diesel-powered carriers, before SLPA made a strategic shift to hybrid straddle carriers, in line with CECT’s green terminal vision and international shipping standards.

Despite this shift, delays have persisted due to what employees describe as “questionable technical decisions and favoritism toward predetermined bidders.” The third tender round, which allowed both diesel and hybrid options, drew particular criticism. A compliant hybrid bid offering superior lifecycle efficiency was overlooked in favor of a diesel-only supplier, prompting legal action. While the case was pending, SLPA revoked the award and canceled the fourth tender, further prolonging the project.

CECT, a nearly USD 1 billion investment entirely financed by SLPA, represents one of the largest infrastructure projects ever undertaken by a Sri Lankan company. Funded during the economic recession that began in 2021, it is considered a source of national pride. Yet, Jayasinghe warned that this pride is overshadowed by concerns over repeated procedural missteps and apparent favoritism.

The current, fifth tender has raised new alarm. Qualification criteria appear to have been significantly diluted, allowing a previously favored company—reportedly with limited experience—to re-enter the process. For approximately USD 50 million worth of 30 hybrid straddle carriers, bidder experience requirements have been reduced to manufacturing just 15 units over five years, a stark contrast to the standard benchmark of 500 units for equipment of this scale.

According to Jayasinghe, these relaxed criteria risk awarding the contract to an under-experienced supplier, potentially undermining CECT’s operational credibility and discouraging shipping lines from engaging with the terminal. Observers note that one internationally recognized supplier withdrew from the process, citing lack of transparency and perceived bias.

Industry insiders warn that delays at CECT are not merely operational concerns—they also create openings for competing regional ports to capture Sri Lanka’s container traffic. “The demand is ready, but the terminal’s readiness is being held back by indecision and procedural mismanagement,” Jayasinghe said.

SLPA employees, he added, have long safeguarded national port assets from corrupt practices. Their vigilance secured the East Container Terminal (ECT) in 2021, and today they are raising alarms over the CECT tender process. Commercially, SLPA continues to perform well, including a recent Rs. 5 billion transfer to the Government Consolidated Fund. Shipping lines remain eager to engage with CECT, underscoring that the challenge is not demand but readiness.

The unanswered questions are stark: why has a strategic national procurement repeatedly failed, who is promoting inexperienced suppliers, and who will be held accountable? Until these issues are addressed, CECT remains not merely delayed, but denied—its potential, strategic importance, and the trust of the nation hanging in the balance, Jayasinghe added.

by Chaminda Silva ✍️

Business

SOLA Festival Returns: Building a Long-Term Model for Conscious Festival Culture

Published

14 hours ago

2026/01/25

Thilina Walpola

SOLA Festival returns to Sri Lanka’s south coast as an evolving cultural movement, continuing its mission to redefine festivals through community collaboration, sustainability, and conscious design. The festival will take place on the 30th and 31st of January at The Doctor’s House, Madiha.

Developed in close partnership with the local community in Madiha, near The Doctor’s House, where the festival has established its home, the SOLA Festival was conceived as a response to the increasingly extractive nature of tourism, which too often takes more from local communities than it gives back. The festival is guided by the core values of Respect, Inclusion, Sustainability, Creativity, and Collaboration, bringing people together through music, workshops, immersive experiences, and community-led initiatives.

Founded by a collective of designers and event makers from Copenhagen, SOLA aims to become one of the first fully waste-free and circular festivals in Asia and a global role model for sustainable events. Chief festival organisers, designers Susanna and Miranda, whose portfolio includes installations and designs for Copenhagen Fashion Week as well as projects with Collective Fashion Justice, explained that the idea for the festival was inspired by how incredibly warmly they were welcomed into the local community in Sri Lanka and their desire to give back and support that community “We started SOLA to show that festivals can bring joy, creativity, and music while also giving back to the communities and environments that host them,” says Susanna. “SOLA was conceptualized and created with a strong focus on working in harmony with nature and fostering meaningful community connections. Together with ouramazing partners, we want to prove that conscious, community-led events are not only possible, but inspiring, joyful, and sustainable.”

Following its inaugural edition in 2025, SOLA Festival has positioned itself as an annual event in Sri Lanka, growing thoughtfully each year with a long-term vision rather than as a one-off project. The 2025 edition welcomed 800 guests, featured international and local DJs, and hosted five activities and workshops, laying a strong foundation for the festival’s future direction.

This year, the festival is looking to nearly double the number of attendants, and will feature over a dozen DJs from more than five countries including internationally renowned Yung Singh, and local legend DJ Shiyam.

More than a music festival, SOLA is a multidimensional platform for art, learning, sustainability, and connection, and in keeping with this vision, the programme also includes traditional, community centric, creative activities including communal weaving sessions, natural dye workshops, drum circles, beaded fabric jewellery workshops, make-your-own merch sessions and more.

SOLA is being developed within the principles of a circular economy, and the organisers view SOLA as a project to be built and refined over many years, with each edition deepening its impact. As the festival grows, SOLA aims to involve more local and international collaborators, with the goal of becoming an international role model for sustainable events.

Sri Lanka’s long-standing values around craftsmanship, resourcefulness, and care for the earth are central to this vision. The team believes the country has the potential to become a global leader in sustainable tourism.

Community collaboration remains at the heart of the festival’s programming. For the upcoming dition, SOLA is working with a growing network of partners, including ApiHappi, Selyn Fairtrade, Sarana Sri Lanka and Sambol Foundation. The official banking partner for the event is Hatton Nation Bank.

The SOLA team, together with a local school and WeCare will conduct a beach clean-up ahead of the festival. Post the clean-up, the children will participate in a crafting session focusing on recycling and upcycling everyday waste, while learning about plastic and street dogs. Sambol Foundation will host a natural dye workshop before the festival and the fabrics will be used for festival installations. Selyn Fairtrade, House of Lonali and ApiHappi, will contribute fabric that local women will use to make reusable decorations for the event, ensuring the festival avoids purchasing all new materials in the future. Selyn has also taken on producing festival merchandise and running a fabric bead workshop. The festival will open with a traditional Sri Lankan fire ceremony, organised in collaboration with Sarana Sri Lanka. SOLA will also organize a fundraiser in collaboration with WeCare, an organisation dedicated to the wellbeing of local street dogs.

Business

HNB Assurance PLC Recognized Among Sri Lanka’s Best 20 Workplaces for Women 2025

Published

14 hours ago

2026/01/25

Thilina Walpola

HNB Assurance PLC was recognized among Sri Lanka’s Best 20 Workplaces for Women 2025 by Great Place to Work Sri Lanka, for the Company’s long-standing commitment to fostering an empowering workplace for women.

Over the years, HNB Assurance has introduced several progressive initiatives to support women at different life and career stages, including flexible work arrangements, caregiver and maternity support, leadership development programs, and platforms such as in.she, which champions women’s growth both professionally and personally. These efforts have contributed to a workplace where women are not only represented but are actively enabled to succeed.

Commenting on the recognition, the Executive Director / Chief Executive Officer of HNB Assurance PLC, Lasitha Wimalaratne stated, “Being recognized among Sri Lanka’s Best 20 Workplaces for Women is a powerful affirmation of who we are as an organization. At HNB Assurance, inclusion is not an initiative, it is a mindset embedded into how we make decisions and how we care for our people. We firmly believe that when women are empowered, organizations become stronger. This recognition belongs to every woman contributes to our culture every day.”

Navin Rupasinghe, Head of Human Resources / DGM of HNB Assurance PLC stated “This recognition reflects years of intentional effort to build a workplace where women feel heard and inspired to reach their full potential. From flexible policies to leadership pathways and a deeply people-centric culture, we have focused on creating an environment where women can grow without compromise. We are proud of how far we have come and remain committed to continuously raising the bar. Lastly, I’d like to thank Great Place to Work for this recognition as it motivates us to keep evolving our people practices and building a workplace where women can grow.