Business
Pandemic is a test of ‘disaster readiness’ of companies: IFS
The COVID-19 pandemic is still raging on, threatening businesses as well as economies as it has brought unprecedented challenges that the world must grapple with, in the coming years. Further the pandemic brought with it the need for organisations to re-look at business models for business continuity, safeguard employees and ensure products and services are delivered to customers, says Shiraz Lye, Managing Director/ Vice President Sales, IFS South Asia,
Elaborating on the topic he says, “Our customers were able to see a snapshot view of operations right from their homes when lockdowns were imposed. Based on such information, customers were able to plan in the new normal without disruptions and subsequently realign and execute go-to-market strategies”.
“Agility is an essential catalyst for business transformation. It allows an enterprise to embrace market and operational changes—and realize new opportunities when faced with unforeseen challenges. Companies that have invested in agile enterprise software are in a much better position to manoeuvre challenging situations like this.”
Serving Customers against all odds
“When the lockdowns were imposed, customer-facing teams, predominantly sales and consulting, were called upon to pay special attention to customers in order to help them sustain their business. With that in mind, IFS continued its operations during the pandemic with a well-planned work from home (WFH) model. Certain customers wanted to slow down operations while others needed to accelerate their projects, so it was a matter of identifying the customer’s requirement and repositioning the projects accordingly. With a high-spirited WFH team, we were able to continue our go-live projects and sign new deals despite the challenging market conditions”.
IFS Runs IFS
“The company had already implemented its own ERP solution across the entire business, thereby connecting regional teams to a single version of the truth across its 50 plus offices worldwide. By unifying the business on a central platform, all front-line and back-office staff were able to continue operations, giving management full visibility of the entire business operations and enabling quick and well-informed decision making. This was one of the key enablers of the WFH model globally”.
Adapting to a new reality
“Companies also need to frame a near-term strategy that prepares businesses for recovery. The near-term moves are mostly tactical improvements that allow a company to operate better in the current landscape by tackling certain challenges head on. The imperatives include:
Digital Supply Chains—Companies need real-time visibility to better manage supply chains. This will allow them, for example, to incorporate weather patterns, port delays, and supplier issues into their decisions, and to take immediate action. Because of social distancing requirements, they also need to run operations and supply chains with fewer workers and reconfigure warehouses and warehouse management systems”.
Digital Finance, Procurement, and HR Functions
“Companies need advanced automation that enables employees to operate from home. For example, a supplier would be able to submit an invoice online which would go through the standard approval process and get paid for an item that had been procured, without the hassle of physically delivering invoices to the premises”.
Consumer and Go-to-Market Trends
“Companies need to cope with an explosion of consumer data as consumption patterns change. They need to be able to adapt to the changing volumes of orders, realign production lines and be able to produce goods in demand arising due to the crisis”.
Open, Collaborative Ecosystems
“Companies need to collaborate digitally with suppliers, for example, to forecast demand for future orders or even look at replacing offshore vendors that have been cut off from transportation”.
Operational Visibility
“Enterprise software can help address all these business challenges as it provides companies real-time transparency with respect to sales, operational costs, inventory, production, and financials. Powerful data-driven analytics enables more agile decisions, such as adjustments to the supply chain to improve resilience”.
“Companies need to frame a long-term strategy to win in the new environment that emerges after the pandemic. Businesses should cut out the complexity arising from traditional processes and embrace technology as an enabler for future growth. Enterprise software should be looked at as an investment in creating business that are future ready, enabling organization-wide collaboration, simplified business processes, and real-time visibility of business operations”, Shiraz says.
Business
India–Sri Lanka Business Forum highlights new momentum in trade, investment and connectivity
The Ceylon Chamber of Commerce, in partnership with the Confederation of Indian Industry (CII), organised the India–Sri Lanka Business Forum: Partnering in Sri Lanka’s Growth and Investment and the CII – Ceylon Chamber CEOs Interaction in Mumbai on 13 May 2026. The events brought together senior government representatives, industry leaders, policymakers, and business delegates from India and Sri Lanka to deepen economic engagement and explore new avenues for cooperation across priority sectors.
The discussions reflected growing optimism about India-Sri Lanka economic relations and focused on expanding collaboration in trade, investments, connectivity, tourism, renewable energy, logistics, digital transformation, infrastructure, healthcare, education, manufacturing, and technology.
Participants included Mahishini Colonne, High Commissioner of Sri Lanka to India; Duminda Hulangamuwa, Senior Economic Advisor to the President of Sri Lanka; Dr Rajesh Ravindra Gawande, Secretary (Protocol, FDI, Diaspora & Outreach) and Chief of Protocol, Government of Maharashtra; Ms Priyanga Wickramasinghe, Consul General of Sri Lanka in Mumbai; Krishan Balendra, Chairperson, The Ceylon Chamber of Commerce and Chairperson, John Keells Holdings PLC; Anurag Agarwal, Co-chairman, CII Western Region Sub-committee on International Trade & Investment and Chief Executive Officer, Polycab India Ltd; Vishal Kamat, Chairman, CII Western Region Sub-Committee on Tourism and Hospitality and Executive Director, Kamat Hotels India Ltd; Bingumal Thewarathanthti, Vice Chairperson of the Ceylon Chamber and CEO Standard Chartered Bank Sri Lanka, Vinod Hirdaramani – Deputy Vice Chairperson of the Ceylon Chamber and Chairman Hirdaramani Group, and Shiran Fernando, Secretary General & CEO of the Ceylon Chamber.
Welcoming the delegates, Anurag Agarwal, highlighted the growing momentum in India–Sri Lanka economic relations and the emergence of future-oriented sectors driving bilateral cooperation.
He noted that India and Sri Lanka are at an important phase of economic collaboration, where connectivity, investments, innovation, and sustainable partnerships are creating new opportunities for shared growth. He further emphasised the significant potential for deeper engagement in sectors such as renewable energy, tourism, ICT, logistics, digital services, healthcare, manufacturing, education, and infrastructure.
Business
Proposed oil palm expansion sparks economic and environmental debate
Move to reconsider the ban on oil palm cultivation has triggered a heated debate among environmentalists, economists and plantation sector stakeholders, with critics warning that replacing rubber plantations with oil palm could weaken one of the country’s most valuable export industries while exposing the nation to long-term environmental and trade risks.
Environmental groups argue that the issue is no longer purely ecological, but a major economic policy question with implications for exports, foreign exchange earnings, rural livelihoods and Sri Lanka’s standing in international markets.
Sri Lanka banned oil palm cultivation in April 2021 through Extraordinary Gazette No. 2222/13 issued by former President Gotabaya Rajapaksa, citing environmental degradation, biodiversity loss, soil erosion and threats to water resources.
However, plantation companies are now reportedly lobbying for the reversal of the ban, arguing that oil palm offers higher short-term commercial returns compared to traditional plantation crops.
Environmentalists and policy analysts, however, caution that the long-term economic costs could outweigh the immediate profits.
Hemantha Withanage of the Environmental Justice Centre said Sri Lanka risks undermining a globally competitive rubber industry in pursuit of a commodity that generates comparatively limited national value.
“Rubber remains one of Sri Lanka’s strongest industrial export sectors. Replacing rubber with oil palm would be economically shortsighted because the downstream rubber manufacturing industry generates far greater export earnings, employment and industrial value addition, he said.
Industry statistics reveal a worrying decline in the rubber sector over the past four decades. Rubber cultivation has fallen from 171,126 hectares in 1982 to around 84,000 hectares in 2024, while production has dropped from 133,200 metric tons in 1980 to approximately 69,185 metric tons last year.
Despite shrinking cultivation, the rubber sector continues to deliver significant export revenue. Sri Lanka earned nearly USD 994 million from rubber exports in 2024, while rubber-based manufactured products generated more than USD 2.5 billion in export income.
The country also imports over USD million worth of raw and processed rubber annually to sustain domestic manufacturing demand, highlighting the strategic importance of maintaining local rubber production.
Analysts warn that further reductions in rubber cultivation could increase import dependency, weaken industrial supply chains and place additional pressure on foreign exchange reserves.
By contrast, Sri Lanka’s palm oil sector contributes relatively little to export earnings. In 2025, Sri Lanka imported 38,210 metric tons of palm oil and 33,696 metric tons of coconut oil, while the value of palm oil imports in 2023 stood at approximately USD 23 million.
Critics argue that oil palm cultivation mainly benefits plantation-level profitability rather than the broader national economy.
Thilak Kariyawasam of FIAN Sri Lanka said the environmental externalities associated with oil palm could eventually translate into significant economic costs.
“The industry’s impact on water resources, soil quality and ecosystems creates hidden financial burdens for the country. Pollution control, water management and biodiversity losses all carry long-term economic consequences that are often ignored in short-term investment calculations, he said.
Environmental groups also raised concerns that Sri Lanka could face reputational risks in export markets if environmentally controversial plantation policies are pursued.
The European Union, one of Sri Lanka’s most important export destinations and the provider of GSP+ trade concessions, has tightened regulations linked to deforestation and environmental sustainability.
By Ifham Nizam
Business
Talawakelle Tea Estates achieves International Organic Certification for Great Western and Logie Teas
Talawakelle Tea Estates PLC has secured internationally recognised organic certification. A member of the Hayleys Plantations Sector and one of Sri Lanka’s premier Regional Plantation Companies, this milestone enables the Company to market certified organic teas under its renowned Great Western and Logie garden marks.
The certification spans three major global standards: the EU Organic Regulation of the European Union, the National Organic Program (NOP-US) of the United States Department of Agriculture, and the Japanese Agricultural Standards (JAS) for organic products. With this achievement, Talawakelle Tea Estates is now positioned to supply premium organic teas to international markets that demand the highest standards of certification, traceability, and product integrity.
“We are proud to reach this significant milestone after more than four years of dedicated effort to build a fully compliant organic cultivation and processing system that meets stringent international standards. This achievement shows the strength of our partnerships with the Tea Research Institute (TRI) and internationally qualified consultants and, most importantly, the commitment and collaboration of our estate and corporate teams. Together, we have established a robust and sustainable organic management framework that will support our long-term vision.” Talawakelle Tea Estates, Director / CEO, Nishantha Abeysinghe added.
To ensure consistent compliance with international standards, Talawakelle Tea Estates appointed dedicated full-time personnel from its estate teams and corporate sustainability division to oversee and manage every stage of the organic value chain – from cultivation to final manufacture.
The Company has also developed an end-to-end organic cultivation and processing management system covering the full value chain – from field-level practices to final manufacture – ensuring a structured and carefully monitored approach to organic tea production.
To safeguard product integrity and eliminate the risk of cross-contamination with conventional teas, the Company has designated low-risk fields exclusively for organic cultivation and dedicated the Logie factory entirely to organic tea production, minimising the risk of cross-contamination.
Following a series of rigorous audits, Talawakelle Tea Estates has secured full certification and is now set to launch its certified organic tea range globally under the prestigious Great Western and Logie garden marks names bringing together heritage and sustainability.
This achievement marks an important step in the Company’s broader journey to build a more sustainable, nature-based product portfolio in response to growing global demand. By combining strong garden identities with internationally recognised organic standards, Talawakelle Tea Estates continues to strengthen its position in the premium tea segment.
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