Business

A holistic approach to People Management

Published

5 years ago

2020/08/9

Business Oriented People Management by Franklyn Amerasinghe which is to be launched soon, validates that people management is about understanding that the people employed are more than a resource to earn profits and they are as valuable as the investor himself…

by Randima Attygalle

‘Thousands of students are now looking at entering the field of ‘People Management’ and one drawback for them is that usually they study Human Resource Management as part of a curriculum for certification, but they often have no exposure to a holistic analysis of how the ‘People Management’ function is integrated into the functioning of the business.’

The preface to Franklyn Amerasinghe’s latest compilation, ‘Business Oriented People Management’, which is to be launched soon, underlines the fundamental objective the author seeks through his work. The author who alludes to the Human Resource or the HR function as ‘People Management’ further qualifies: “the term ‘Human Resources’ leaves an ugly taste in the mouth. It seems to look at the human element as just another resource like money. People management is about understanding that the people employed are more than a resource to earn profits and they are as valuable as the investor himself.”

The book which deals with the evolution of human resource management, the corporate sector and its rules for governance, people management and performance management, globalization and international obligations, labour legislation, collective bargaining, leadership, dispute management and much more, enables the ‘People Manager’ insights into how decisions are taken and also indicates the benefits for Boards of Companies to have a people-centric focus in their business policies. The sustainability of the corporate and the social aspects of the business are also given attention.

The book, Amerasinghe explains, provides a basic picture of how a private sector organization complies with its multitude of obligations relative to all stakeholders. A publication by the Employers’ Federation of Ceylon (EFC), Business Oriented People Management’ , as its one time Director General/CEO, Amerasinghe notes, is “conceived as a supplementary aid to all those responsible for managing people whether they be designated as HR Personnel or not.”

Amerasinghe who was also a Senior Specialist at the ILO for Employers’ Organizations in East Asia, translates his wealth of experience in his scholarly pursuits. A prolific writer credited for many functional compilations on mediation and cooperation at workplace, conflict management and social dialogue, he has also served on many prestigious Boards and Committees in the public and private sectors.

His latest work provides insights to the executives managing people and how they should fit into the overall achievement of business plans. An unfortunate trend the author notes, is for such executives to look very exclusively at their immediate tasks and targets neglecting the larger picture of the organization. “The fact that each executive contributes to fulfill a corporate plan is sometimes forgotten in pursuit of personal goals. Moreover, many think that following blindly, and without question, policies handed down by higher management is loyalty and is sufficient. Every employee at whatever level should be encouraged to contribute to the development of the company and its policies. Some areas of activity mentioned are for the purpose of identifying the People Manager as vital in the business interests of a private sector organization which is dynamic and looking for sustainable growth,” notes the author adding that the People Manager has two distinct functions: his personal performance and to encourage others with whom he interacts to play their part in corporate performance.

Current management structures, the author observes, reflect that increased responsibility for handling people rests outside the traditional HR Department, although laying down policy and monitoring what is done at departmental level would still remain with it. “Thus the book is meant to assist all managers who participate in managing people,” he says. The advent of digitization and new forms of work arrangements have shifted the ‘circumstances’ of the HR Manager to another level thus changing gears in his/her performance role, says Amerasinghe. “The traditional role of the HR Manager, however, remains the same which is to make the employee contented and motivated to contribute to the organization.”

Paying significant attention to the skills needed on a day to day basis such as dispute handling, negotiation and communication, the book also focuses on industrial relations, an area which the author feels is now quite overlooked, as the HR function looks more and more towards isolating people at work and dealing with them individually. “This does not usually work in the Sri Lankan setting as there is a cultural desire to indulge in collective thinking, especially in rural areas.” The era when production and service centres were in Colombo has been replaced by a policy of moving to rural and suburban centres, with a large number being in Industrial Zones which attract a large number of rural workers.

“The rural worker is conditioned by peer pressure and a strong resistance to change from their traditions. The COVID pandemic which has seen mass loss of jobs especially at lower levels will probably bring back industrial relations to merit more consideration again,” observes the writer.

Amerasinghe’s latest compilation also enables a window to the past in which corporates tackled issues of their employees. Originally the intention was to have an employee who dealt with ‘fire-fighting issues’. The development of HR strategies as a means of keeping employees in line with business requirements was aided by circumstances such as the debacle of the unions in July 1980 and the disillusion which followed. “There has been a remarkable change in the culture of blue collar workers by the movement of collective power to the workplace as opposed to the earlier reality of workers being made to follow the dictates of political parties and their interests,” says Amerasinghe whose latest book balances the advantages of collective agreements against the desire of employers to make employees more focused on their individual terms and earnings which as he says is the key component in the strategy to motivate employees to be more productive.

The COVID situation as the author further observes, brings out a new dimension, which is the futility of legislation to guarantee terms and conditions of employment in the face of employers not having the capacity to meet their legal obligations “The law cannot force employees to stand up for their rights when confronted by a situation when they must either accept what is offered or starve.” The book deals with the legal situation and the need for employers to think of their social responsibility towards employees. “Moreover, in the long term they may have look for new employees when they need to think of ramping up their production or services again.”

The author in his work refers to the Personnel Managers of the past who grew into managing people by long association with the organization. “The more experience one has at the lowest levels of an organization, the more effective one could be. HR personnel should have compulsory internships. Through my book I try to focus on the need to fully comprehend what the organization is about and its responsibility which in turn devolves on the management.” He also goes onto note that there is an onus placed on the management to afford opportunities for the HR personnel to constantly upgrade themselves and be innovative.

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Business

Sri Lanka Customs exceeds revenue targets to enters 2026 with a surplus of Rs. 300 billion – Director General

Published

21 hours ago

2025/12/31

Priyan

The year 2025 has been recorded as the highest revenue-earning year in the history of Sri Lanka Customs, stated Director General of Sri Lanka Customs, Mr. S.P. Arukgoda, noting that the Department had surpassed its expected revenue target of Rs. 2,115 billion, enabling it to enter 2026 with an additional surplus of approximately Rs. 300 billion.

The Director General made these remarks at a discussion held on Tuesday (30) morning at the Sri Lanka Customs Auditorium, chaired by President Anura Kumara Dissanayake.

The President visited the Sri Lanka Customs Department this to review the performance achieved in 2025 and to scrutinize the new plans proposed for 2026. During the visit, the President engaged in extensive discussions with the Director General, Directors and senior officials of the Department.

Commending the vital role played by Sri Lanka Customs in generating much-needed state revenue and contributing to economic and social stability, the President expressed his appreciation to the entire Customs employees for their commitment and service.

Emphasizing that Sri Lanka Customs is one of the country’s key revenue-generating institutions, the President highlighted the importance of maintaining operations in an efficient, transparent and accountable manner. The President also called upon all officers to work collectively, with renewed plans and strategies, to lead the country towards economic success in 2026.

The President further stressed that the economic collapse in 2022 was largely due to the government’s inability at the time to generate sufficient rupee revenue and secure adequate foreign exchange. He pointed out that the government has successfully restored economic stability by achieving revenue targets, a capability that has also been vital in addressing recent disaster situations.

A comprehensive discussion was also held on the overall performance and progress of Sri Lanka Customs in 2025, as well as the new strategic plans for 2026, with several new ideas and proposals being presented.

Sri Lanka Customs currently operates under four main pillars, revenue collection, trade facilitation, social protection and institutional development. The President inquired into the progress achieved under each of these areas.

It was revealed that the Internal Affairs Unit, established to prevent corruption and promote an ethical institutional culture, is functioning effectively.

The President also sought updates on measures taken to address long-standing allegations related to congestion, delays and corruption in Customs operations, as well as on plans to modernize cargo inspection systems.

The discussion further covered Sri Lanka Customs’ digitalization programme planned for 2026, along with issues related to recruitment, promotions, training and salaries and allowances of the staff.

Highlighting the strategic importance of airports in preventing attempts to create instability within the country, the President underscored the necessity for Sri Lanka Customs to operate with a comprehensive awareness of its duty to uphold the stability of the State, while also being ready to face upcoming challenges.

The discussion was attended by Minister of Labour and Deputy Minister of Finance and Planning, Dr. Anil Jayanta Fernando, Deputy Minister of Economic Development, Nishantha Jayaweera, Secretary to the President, Dr. Nandika Sanath Kumanayake, Deputy Secretary to the Treasury, A.N.Hapugala, Director General of Sri Lanka Customs, S.P.Arukgoda, members of the Board of Directors and senior officials of the Department.

Business

Construction industry offers blueprint for Sri Lanka’s recovery

Published

22 hours ago

2025/12/31

Sahan Weerasooriya

Eng Nissanka N Wijeratne

The dawn of 2026 represents a time for critical recalibration, not just ceremony, for the nation’s vital construction sector, says Eng Nissanka N Wijeratne, Secretary General/CEO of the Chamber of Construction Industry (CCI).

In a New Year message, Wijeratne reframes the annual greeting as a strategic call to action. “For Sri Lanka’s construction industry – the true backbone of our economy – the turning of the calendar is an ideal moment for a realistic and forward-looking assessment,” he states.

His vision sketches a practical blueprint where the unprecedented challenges of the recent past become the foundation for a smarter, more sustainable future.

The industry, long considered a barometer of national prosperity, has weathered severe headwinds: economic volatility and spiraling material costs. “These were not mere business cycles, but unprecedented tests,” Wijeratne notes, acknowledging the severe strain on firms and professionals. Yet, the sector’s response, he observes, has been “nothing short of remarkable,” showcasing a deeply ingrained resilience.

The Chamber’s chosen theme for the year, “Resilience through Innovation,” signals a pivotal shift from enduring hardship to actively engineering progress.

The pathway forward, Wijeratne outlines, is built on three interdependent pillars.

First is the revitalization of Infrastructure. “This is not a simple call for new projects,” he clarifies, “but a strategic push to reactivate stalled ventures and initiate sustainable developments in concert with the government and international agencies.” He emphasises that construction activity is intrinsically linked to the broader economy’s pulse, where resuming projects catalyses employment, energises supply chains, and restores public confidence.

The second pillar, technological Integration, addresses the urgent need to modernise the sector’s core. Advocacy for Building Information Modeling (BIM), green building practices, and digital project management is a direct answer to past inefficiencies. “It is a commitment to ensuring Sri Lankan construction is not just rebuilt, but upgraded becoming more competitive, cost-effective, and environmentally responsible,” Wijeratne says. ” Innovation must move from slogan to practice, transforming how the nation conceives, builds, and maintains its infrastructure,” he notes.

The third pillar, consistent policy advocacy, underpins all efforts. The Chamber positions itself as a vital intermediary, fighting for fair pricing mechanisms, streamlined regulations, and a protective framework for local contractors. Wijeratne stresses that the best-laid plans of engineers can falter without a conducive policy environment, calling for a strengthened partnership with the state to create a level playing field where skill and enterprise determine success.

Ultimately, Wijeratne’s message is a powerful reminder of the industry’s profound legacy. “When we build, the nation grows,” he states, elevating construction from a commercial activity to a national mission. The structures that rise from the ground are more than concrete and steel; they are the schools, hospitals, roads, and homes that shape the nation’s future.

As Sri Lanka steps into 2026, the construction industry’s message is clear: it is ready to transform resilience from a trait of survival into a dynamic force for innovation.

The past challenges, according to Wijeratne, have been met with grit. Now, the future must be built with vision.

By Sanath Nanayakkare

Business

Expo Commodities and STAY Naturals honoured at the Presidential Export Awards 2024/25

Published

22 hours ago

2025/12/31

Sahan Weerasooriya

Expo Commodities (Pvt) Ltd, together with its member company STAY Naturals (Pvt) Ltd, has been recognized with Merit Awards at the Sri Lanka Export Development Board (EDB) Presidential Export Awards 2024/25, one of the country’s most prestigious platforms celebrating export excellence.

The awards were presented under the categories of Spices and Allied Products and Essential Oils, Oleoresins & Condiments, recognizing the companies’ consistent performance, product quality, and contribution to strengthening Sri Lanka’s presence in global markets.

The recognition reflects Expo Commodities’ continued focus on delivering high-quality, value-added Sri Lankan products while upholding international standards across innovation, sustainability, and responsible sourcing. Through STAY Naturals, the group has expanded its reach in key export markets, promoting Sri Lanka’s essential oils, oleoresins, and condiments derived from its rich agricultural heritage to customers worldwide.

The achievement also reflects the collective effort, technical expertise, and commitment of the teams behind the operations, alongside the continued trust of global partners and customers. Expo Commodities (Pvt) Ltd, part of Expo Commodities Global, is strategically focused on driving sustainable export growth and strengthening Sri Lanka’s global positioning as a reliable supplier of high-quality natural products.

Expo Commodities Global is a globally active Agri-commodity enterprise with operations spanning multiple origins including Sri Lanka, Vietnam, Indonesia, Madagascar, Comoros, Egypt, the UAE, India, Germany, and the Netherlands. The company specializes in the production, processing, and export of premium organic and conventional spices, coconut products, essential oils, oleoresins, and value-added agricultural products, delivering consistent quality through integrated and sustainable operations.

Expo Commodities Global and STAY Naturals (Pvt) Ltd are part of Aberdeen Holdings, a diversified Sri Lankan conglomerate with interests across pharmaceuticals, packaging, commodities, transport and logistics, power generation, and digital innovation, supporting long-term growth through strong governance, sustainability, and global market engagement.