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The Fragrance of Cinnamon at Dilmah Tea

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A guest at the launch examining a pack of Dilmah, finest Ceylon cinnamon

Dilhan C. Fernando
Chairman, Dilmah Ceylon Tea Company PLC

There’s always a lingering fragrance around the Dilmah complex in Colombo. It is generally woody, sometimes tinged with citrus, occasionally fruity, and always pleasant. That’s the aroma of tea, varying only as the seasons influence the teas. We taste over 10,000 teas each week in selecting only the finest teas for Ceylon’s Finest so that lively aroma has always surrounded us, spurring us on in our mission to make the world a better tea since the time my father first started his journey in tea in the 1950s.

 There’s been a difference recently, the woody fragrance complemented by subtle sweetness, an added warmth and majestic piquancy. That change marks the first time Dilmah has ventured beyond tea, with the Cinnamon produced on its Kahawatte Plantations now offered in elegant cinnamon coloured packages, emblazoned with a golden logo declaring the contents, ‘Dilmah Finest Ceylon Cinnamon.’

 There are natural parallels in the two iconic Sri Lankan products. Ceylon Tea and Ceylon Cinnamon are universally acclaimed the finest tea and cinnamon in the world, accolades that are linked to the richness of the island’s biodiversity, its monsoonal climate, the diverse ecosystems, soils and the sophistication of the island’s tradition of sustainable agriculture. Since 3 BC, Sri Lanka was ruled by Kings who understood and embraced the natural synergy that should define interaction between people and nature. Colonialism interrupted that relationship although respect for nature and sustainability persists amongst many tea and cinnamon growers, adding to the allure of both.

 Dilmah Tea was born in September 1985 with the assurance that, ‘In Ceylon a country famous for its tea, there is a tea famous for its taste,’ evolving to my father’s invitation in 1994 to tea drinkers to ‘do try it!’. My father, Merrill J. Fernando, passed away in July last year yet the values he espoused through his lifetime of devotion to tea & kindness form the foundation of the legacy he leaves behind. A part of that legacy is a discussion we had on Ceylon Cinnamon and its potential to parallel the story of taste, goodness and ethical purpose in tea that my father devoted his life to. That discussion ended in a momentous decision to offer our Cinnamon, branded ‘Dilmah, Finest Ceylon Cinnamon.’

 Next year, Dilmah Tea celebrates 40 years since its debut in 1985. My father devoted his life to tea, and since the early days of Dilmah when he and 18 others laboured to make his dream of the first producer owned tea brand, a reality, our vision and mission have focused on making the world a better tea. Our decision to offer Dilmah Ceylon Cinnamon was not taken lightly therefore; it was rooted in the knowledge that the heritage, flavour, goodness and ethical purpose in genuine Ceylon Cinnamon is one of the world’s greatest untold stories.

 Ceylon Cinnamon is scientifically proven to be unique. Cinnamomum zeylanicum grown in other countries is not quite the same, as scientists have confirmed. That truth is indisputable but there is more to Ceylon Cinnamon. In 1000BC King Solomon sent ambassadors to Sri Lanka, visiting the present day city of Galle which he called Tarshish, to purchase Ceylon Cinnamon, amongst other treasures which included precious gemstones. The heritage of Ceylon Cinnamon is perfectly expressed in the value ascribed to the spice by Kings, Queens, Emperors, Physicians and Chefs over millennia.

 Our reason for embracing Ceylon Cinnamon goes beyond taste and heritage. Dilmah is a family business, formed on a foundation of family values, chief among which is kindness. Sri Lanka’s magnificent Cinnamon has been exploited for centuries with little or no benefit to the community engaged in its production or the future of the ancient Cinnamon industry in Sri Lanka. The existence of a cheaper, inferior counterfeit that unfairly acquired the allure of Cinnamon forced Ceylon Cinnamon into a defensive mindset, compromising the heritage, tradition, taste and goodness in the spice. The reality that cassia, the imitator contains the toxic substance coumarin, adds urgency to our mission.

 Our Ceylon Cinnamon was first presented to guests at an evening of gastronomy inspired by the fragrance and flavour of Ceylon Cinnamon in Dubai on 17th February, 2023. At the event guests were presented with an exceptional and different experience of the Spice of Kings. In combination, our passion for Ceylon’s Cinnamon, its unique taste, our life enhancing purpose in Cinnamon and the culinary art of Pullman Dubai Chefs Roziro Mathias and Dammika Herath, delivered insight into the taste, goodness and purpose of Dilmah Finest Ceylon Cinnamon.

 An amuse bouche of Langouste tortellini with vegetable consomme infused with Ceylon Cinnamon and white truffle, fig chutney and caramelised pears paired with Ceylon Cinnamon Infused Dilmah prince of Kandy Tea. Our entrée was Risotto Alberto with Ceylon Cinnamon infused Wild Asparagus veloute, brie cheese curd and a garnish of gold leaf. Thereafter butter-poached Ceylon Cinnamon dusted wild cod, royal Beluga caviar, caramelised endive, edemame puree and a blood orange glaze. Following a palate cleanser of Ceylon Cinnamon essence in spring water combined with Granny Smith Granita, came a slow roasted veal loin with Ceylon Cinnamon infused herb jus, chive polenta stuffed morel. Finally a trio of dessert, with Ceylon Cinnamon infused chocolate ganache, Ceylon Cinnamon Jelly dome, Warm Lemon cake with vanilla cream, mango mousse and hazelnuts caramelised in Ceylon Cinnamon and Ceylon Cinnamon infused chai.

 Entitled ‘Finest Ceylon Cinnamon Experience’ the event heralded the first serving of Dilmah Ceylon Cinnamon and the trade launch of our Cinnamon at Gulfood 2024.

 Too many great agricultural industries are built on a foundation of poverty. The transition from colonial to free market economy failed – in most cases – to free growers of coffee, cocoa, tea and many other crops. The extractive and exploitative colonial economic system is too often superseded by traders whose insistence on price, driven by a ruthless discount culture, drive down the incomes of growers, crushing innovation, education and motivation, eventually destroying livelihoods and industries. For genuinely fair trade, fair by customers and fair by producers, quality, integrity, sustainability, innovation and a genuine commitment to ethics are all important.

 In the case of Cinnamon, an entire industry was compromised by a misconception perpetrated by traders of cassia, who forced artisanal Cinnamon growers to compete with the much cheaper and inferior spice. That has compromised the benefit that the goodness in Ceylon Cinnamon offers a world suffering from the chronic diseases that it has potent therapeutic effects against. That unfair competition has also marginalized generations of Cinnamon growers and peelers who have not benefited from the true value of their produce.

 As a family with a commitment to the finest Ceylon Tea and the finest Ceylon Cinnamon, we will continue therefore to fulfill my father’s vision, to serve humanity through our business. We will do that through our mission to offering great Taste, natural Goodness and ethical Purpose in our teas and cinnamon.

 Follow us on Instagram for more updates: https://www.instagram.com/dilmahceyloncinnamon/



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Asia stocks slide as US and Iran threaten to escalate war

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Major stock markets in Asia slumped on Monday after Washington and Tehran threatened to escalate hostilities, as the Iran war enters its fourth week.

Japan’s benchmark Nikkei 225 index was almost 3.6% lower, while South Korea’s Kospi fell by almost 6%.

US President Donald Trump warned on Saturday that he would “obliterate” Iranian power plants if Iran did not open the key Strait of Hormuz shipping route. Iran said it would respond to any such strikes by targeting key infrastructure in the region, including energy facilities.

Japan and South Korea have been particularly impacted by the conflict, as they are heavily dependent on oil and gas that would normally pass through the strait.

Iran has effectively blocked the Strait of Hormuz, one of the world’s busiest shipping channels,  since the US and Israel attacked the country on 28 February.

About 20% of the world’s oil and liquefied natural gas (LNG) usually passes through the waterway – and the war has sent global fuel prices soaring.

On Monday, International Energy Agency chief Fatih Birol said that the war could see the world facing its worst energy crisis in decades.

Speaking at the National Press Club in Australia’s capital, Birol compared the current energy crisis to those of the 1970s and the impact of Russia’s 2022 invasion of Ukraine.

“This crisis as things stand is now two oil crises and one gas crash put all together,” he said.

Map of Strait of Hormuz

 

“If Iran doesn’t FULLY OPEN, WITHOUT THREAT, the Strait of Hormuz, within 48 HOURS from this exact point in time, the United States of America will hit and obliterate their various POWER PLANTS, STARTING WITH THE BIGGEST ONE FIRST!,” Trump said in a social media post published at 23:44 GMT Saturday.

That threat came after Iranian missiles hit the Israeli city of Dimona, and shortly before a second attack on the town of Arad nearby.

Mohammad Bagher Ghalibaf, the speaker of the Iranian parliament, said on Sunday that energy and desalination infrastructure in the region would be “irreversibly destroyed” if his country’s power plants were attacked.

Such action would significantly escalate the conflict, which has already disrupted global energy supplies, pushing up prices and causing fuel shortages.

Other markets in the Asia-Pacific region were also lower on Monday.

Hong Kong’s Hang was down by almost 3.5% and the Shanghai Stock Exchange Composite index 2.5% lower.

Global oil prices were broadly steady, with Brent crude 0.45% higher at $112.69 (£84.56) a barrel and US-traded oil was up by 0.7% at $98.93.

[BBC]

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Healthguard Distribution powers Sri Lanka’s ‘Port to Pharmacy’ medicine supply chain

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Healthguard Distribution has obtained both ISO 9001:2015 and Good Distribution Practices (GDP) certifications for all seven of its regional distribution centres across Sri Lanka.


Human resources remain the biggest challenge despite advanced logistics

Industry-wide cost pressures are also beginning to surface

In Sri Lanka’s pharmaceutical trade, the journey of a medicine does not end when it arrives at the port. It must still travel safely across the island – through regulated warehouses, temperature-controlled transport and complex distribution routes – before reaching the pharmacy shelf where patients need it.

That journey is increasingly being powered by Healthguard Distribution, the pharmaceutical logistics arm of Sunshine Holdings, whose expanding distribution network now plays a critical role in ensuring the reliable movement of medicines across the country.

At the centre of that network is the company’s Western Regional Distribution Centre (WRDC), a temperature-controlled logistics hub designed to support the safe storage and efficient distribution of pharmaceutical products across the Western Province.

Spanning nearly 18,920 square feet, the facility functions as a key node in the company’s islandwide distribution system. Originally acquired in 2008 to serve as the main warehouse for Swiss Biogenic Ltd., the site evolved alongside the company’s growing operations. Following a major upgrade programme that began in July 2024, the facility recommenced operations in July 2025 as a fully compliant regional distribution centre aligned with international quality standards.

According to Sunshine Pharmaceuticals and Healthguard Distribution Chief Executive Officer Shantha Bandara, the company’s logistics model is built around a simple but comprehensive concept.

“Our approach is ‘Port to Pharmacy’,” Bandara said during a recent media visit. “We collect pharmaceutical consignments from the Port of Colombo, clear them through Customs, store them under regulated conditions and then distribute them to pharmacies across the country. Importers and manufacturers do not have to worry about logistics – we manage the entire process.”

The distribution network today serves over 4,500 authorised pharmaceutical outlets, including pharmacies, hospitals, channeling centres, supermarkets and SPC Osusala outlets. Operations span 150 main towns and 466 sub towns, supported by 111 active delivery routes and seven regional distribution centres located across the island.

Within that system, the WRDC is the largest and among the most technologically advanced hubs.

The facility maintains strict cold-chain conditions for temperature-sensitive medicines. Its cold room capacity has been expanded from 15 cubic metres to 30 cubic metres, enabling compliant storage of products such as insulin within the required 2–8°C range. Online temperature monitoring systems operate across all storage zones while data loggers are used for insulin deliveries to ensure product integrity throughout the supply chain.

Delivery vehicles are also equipped with GPS tracking and temperature monitoring systems, allowing real-time visibility of shipments.

Automation and digital systems are increasingly shaping the operation. Software automation supports invoicing and customer credit verification, while sales teams use digital tools for order canvassing. The company’s enterprise systems provide real-time inventory and accounting visibility, supported by data dashboards used for operational decision-making.

To safeguard continuity, the facility is equipped with a high-capacity backup generator and dedicated on-site fuel storage, ensuring cold rooms, monitoring systems and warehouse operations remain functional even during power outages.

Behind the infrastructure is a workforce of 102 employees, supported by a specialised 15-member value-added services team trained in Good Distribution Practice (GDP), cold-chain management, safety and emergency response.

Yet despite the sophisticated logistics and infrastructure, Bandara told The Island that the most persistent operational challenge lies in human resources.

“We have the infrastructure, the logistics systems and the operational capability,” he noted. “However, maintaining the required number of skilled employees is an ongoing challenge because the labour market is constantly fluctuating. Our HR team is continuously recruiting and training to keep the workforce at the required level.”

Industry-wide cost pressures are also beginning to surface. Company officials noted that rising fuel prices could eventually affect transportation and electricity costs within the distribution chain, which may in turn influence pharmaceutical logistics expenses in the short term.

Still, the broader goal of the company remains unchanged – ensuring that medicines reach patients safely and on time.

From the moment a shipment arrives at the Port of Colombo to the point it reaches a pharmacy shelf, the process depends on precision logistics, regulatory compliance and operational discipline. For Sri Lanka’s healthcare supply chain, Healthguard Distribution’s growing network is becoming a key driver of that journey from port to pharmacy.

By Sanath Nanayakkare

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From generation to generation: SINGER secures 20th consecutive People’s Brand title

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Singer team receiving the award at SLIM-KANTAR People’s Awards 2026. Pic by Kamal Bogoda and Nishendra Silva

Singer Sri Lanka, the nation’s foremost retailer of consumer durables, celebrates a truly historic milestone at the SLIM-KANTAR People’s Awards 2026, securing a prestigious triple victory while marking 20 consecutive years as the People’s Brand of the Year, an achievement made possible by the enduring trust and loyalty of Sri Lankan consumers.

This year, SINGER was honoured with yet another triple win with People’s Brand of the Year, Youth Brand of the Year and People’s Durables Brand of the Year at the awards ceremony. This remarkable recognition reflects the deep and lasting relationship the brand has built with Sri Lankans across generations, standing as a symbol of trust in homes across the island.

Janmesh Antony, Director – Marketing said: “This award belongs to our customers. Being recognised as People’s Brand for 20 years, alongside Youth and Durables Brand, reflects our commitment to staying relevant across generations.”

Mahesh Wijewardene, Group Managing Director said: “Twenty consecutive years as the People’s Brand is humbling and inspiring. This milestone strengthens our commitment to keeping customers at the heart of everything we do.”

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