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Uncovering the human element in ESG at Kelani Valley Plantations

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Kelani Valley Plantations PLC, General Manager- HR & Corporate Sustainability, Anuruddha Gamage

The challenge of driving meaningful progress in Environmental, Social and Governance (ESG) standards hinges on people more than it does processes or policies. That is why organisations that can understand the human element in driving change tend to set the pace in their respective industries.

As a true pioneer among Sri Lanka’s Regional Plantation Companies (RPCs) in Human Resources and Sustainability, Anuruddha Gamage, made this realisation early in his career. For more than two decades, he has helped redefine sustainability among one of the largest and most respected Regional Plantation Companies (RPCs). At the core of his approach: people.

A second upper class B.Sc. Agriculture (Hons.) graduate from the University of Peradeniya, Anuruddha joined Kelani Valley Plantations PLC (KVPL) as a Plantation Management Trainee in 1999. During the early stages of his career, Anuruddha developed an interest in Human Resources and Sustainability and the need to adopt best practices in the sector, given the unique dynamics of Sri Lanka’s RPCs during this period.

Commencing his MBA specialising in HR Management at the Faculty of Graduate Studies, University of Sri Jayawardenepura, he soon sought opportunities to incorporate academic learning into his work. Currently, he is reading for his PhD at the Postgraduate Institute of Humanities and Social Sciences (PGIHS), University of Peradeniya and is a Fellow Member of the Institute of Chartered Professional Managers of Sri Lanka (FCPM).

Currently functioning as the General Secretary and an Executive Council Member of the Japan Sri Lanka Technical and Cultural Association (JASTECA) and the Chairman of the JASTECA Institute of Management, Anuruddha was also ranked among the 100 most influential HR professionals in 2018 from World HRD Congress. He is the winner of the “Most Talented HR Leaders” Award from Asia-Pacific HRM Congress Awards in 2017, where he was named a “Catalyst of Change” and “Most Outstanding HR Leadership in Plantation Industry” Award from the South Asian Business Excellence Awards in 2017.

Empowering change

The challenges faced by RPCs are unique. Environmental conditions have a significant impact on performance. At the same time, given its labour-intensive nature, social harmony is essential. The highest possible governance standards are also essential in translating strategy into impactful action on the ground and enhancing the confidence of all key stakeholders.

“When it comes to ESG, each area has to be carefully maintained relative to the others. A really simple way to think of sustainability is like a tricycle. Governance is the front wheel providing direction. Social and environmental factors are the rear wheels – to be equally balanced for momentum,” Anuruddha explained.

“Within this framework, effective knowledge management is critical to create awareness and enhance support among key stakeholders. Without their support, you are just an individual attempting to drive an agenda and are unlikely to achieve sustained change.”

An unprecedented opportunity for transformation 

In 2013, his mentor and veteran planter – Dr. Roshan Rajadurai, took over as Managing Director of the Hayleys Plantation Sector, driven by a mission to transform the industry by revolutionising its approach to human resources management.

With the support of his team, guidance and backing from Dr. Rajadurai, one of Anuruddha’s priorities as General Manager – HR and Corporate Sustainability were to develop a comprehensive Strategic HR Plan for KVPL – among the first for Sri Lankan RPCs. After years of patience and persistence, the results of the initiatives he was a part of now speak for themselves.

These programmes have won prestigious global, regional and local acclaim and recognition, including most recently being presented with the ‘UNV50’ award in December 2021 by the United Nations Volunteers (UNV) for their contribution to ‘promoting the value of volunteerism through citizen engagement, within the corporate sector in Sri Lanka.’

Creating a knowledge bank

An eternal student at heart, Anuruddha continues to expand his understanding of sustainability, driven through effective human resources and knowledge management.

A series of well-coordinated activities have been carried out as part of the knowledge management efforts. Seeking to motivate learning and knowledge management across all levels of the organisation and even to the public, Anuruddha commenced the “Evening with an Expert @ Hayleys Plantations” micro digital learning series – a programme that is now available online for the public.

Reputed global and local experts, including leaders from Toyota, Japan, have addressed employees on various topics of vital relevance to their work and everyday lives, covering over 2500 effective training hours with the highest training yield ratio of 60%, more than the mean average of the last six years. The first 25 learning sessions are expected to be concluded by April 2022.

Anuruddha’s drive to deliver progress on SDGs 4 and 17 – quality education and partnership, respectively – has been fast-tracked with the ‘Hayleys Plantations Technical Skills Development (HPTDP)’ initiative. The first batch of field staff members graduated from the internal certificate programme, accounting for more than 4,500 effective learning hours and a 95% success rate. This led to Sri Lanka’s first-ever NVQ qualification and Skills Passport for field staff members in tea and rubber estates.

Moreover, Anuruddha leveraged his close relationship with reputed local and international organisations such as AOTS Japan and JASTECA to execute the ‘Global Learning Series’ to provide plantations and corporate management professionals exposure in Japan.

Multi-stakeholder partnerships to achieve environmental SDGs 

Setting his sights on achieving environment-related SDGs in clean water and sanitation (goal 6), life on land (goal 15) and life below water (goal 14), Anuruddha partnered with key local and international partners such as the IUCN and the Ministry of Environment.

The partnership has led to the development of a new framework on sustainability at KVPL and the launch of the ‘Kelani Valley Protectors’ initiative, which supports the protection of the Weoya catchment in the Kelani river basin under the national ‘Surakimu Ganga’ initiative.

Looking ahead, Anuruddha aims to continue leveraging his vast experience in support of Hayleys Plantation Group’s trailblazing initiatives to set new benchmarks in sustainability and Human Resources Management.

“As a Hayleys Lifecode Champion, my vision is to maximise value for those who depend on us through economic development or by improving the quality of life for our employees, community and society at large.

“As a catalyst of change, it is truly inspirational to work with this passionate team to establish an inclusive working culture, integrate sustainability into strategy and build partnerships that can drive a bigger impact on-ground to make lives better.”



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Bathiya & Santhush make a strategic bet on Colombo

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Bathiya and Santhush

Construction giant Sanken Lanka behind the move

When Bathiya & Santhush took their seats alongside Rohit Sachdev, CEO and Founder of Soho Hospitality, at a recent press briefing in Colombo, it seemed at first like a courtesy appearance. Moments later, it became the headline: the duo were introduced as co-investors in Charcoal Tandoor Fire Grill’s Colombo debut.

That revelation that Bathiya and Santhush are not merely endorsing but co-owning the restaurant venture alongside Sanken Lanka, the company behind the Capitol TwinPeaks skyscraper is likely to resonate strongly with Sri Lankan audiences.

Charcoal Tandoor Fire Grill will open on the 50th floor of Capitol TwinPeaks at Union Place – home to Colombo’s tallest sky bridge, rising nearly 600 feet above the city. The Bangkok-born brand marks the first South Asian expansion of Soho Hospitality’s flagship Indian dining concept.

Founded in 2014 in Bangkok, Charcoal built its reputation by reinterpreting North Indian tandoor traditions and Mughlai richness through a contemporary, design-led lens. Live fire cooking, layered spice profiles and slow techniques define its culinary identity – dramatic yet calibrated.

For Bathiya, the investment is rooted in artistic kinship.

“Rohit is passionate about what he is doing,” he said. “His culinary art goes parallel to our showbiz in its finer details. We wanted Sri Lankans to devour that delicacy. We wanted to bring that brand excellence to our shores.”

Santhush drew an even broader connection between gastronomy and performance.

“For three decades we’ve worked to make Sri Lankan music a global product – to create that Sri Lankan musical vibe felt across the world,” he said. “Hospitality is part of the entertainment landscape. We take music and events to the outside world. Now we wanted to bring a global product and experience home.”

He likened Sachdev’s precision in the kitchen to orchestral mastery. “He works like a master of an orchestra – going into intricate details in his culinary art as we sift through every frequency of sound.”

Sachdev described Sri Lanka as a deliberate, data-driven choice for Charcoal’s first step beyond Thailand.

“Charcoal has always been built on heritage, movement and exchange – of flavours, ideas and experiences,” he said. “Sri Lanka felt like a natural step beyond Thailand. We see strong long-term fundamentals in Colombo, from tourism growth to an increasingly discerning dining audience.”

Colombo’s positioning at the crossroads of South Asia, the Middle East and Southeast Asia aligns neatly with Charcoal’s “Spice Route” narrative — a concept inspired by historic trade routes that blended flavours and commerce across regions.

Bathiya and Santhush built their careers by exporting Sri Lankan creativity to the world stage. Now, in a reversal of that flow, they are importing a globally recognised hospitality brand — embedding it within Colombo’s evolving skyline, backed by Sanken Lanka.

By Sanath Nanayakkare

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Sampath Group posts record Rs 53 billion profit; assets surpass Rs 2 trillion in 2025

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The strongest financial performance in its history

Sampath Group has delivered the strongest financial performance in its history for the year ended December 31, 2025, recording a Profit Before Tax (PBT) of Rs 53.0 billion and a Profit After Tax (PAT) of Rs 32.6 billion. This marks year-on-year growth of 8% and 13% respectively, solidifying the Group’s position as one of Sri Lanka’s most resilient and forward-thinking financial institutions.

The Group also surpassed a significant milestone with its total asset base crossing the Rs 2 trillion mark—up 12% from 2024—reflecting strong credit expansion and prudent portfolio management.

The Sampath Bank, the Group’s flagship entity, continued to be the main engine of growth, posting its highest-ever profitability with a PBT of Rs 49.3 billion and PAT of Rs 30.2 billion—up 5% and 11% respectively. Adjusted for the one-off gains from the 2024 restructuring of Sri Lanka’s international sovereign bonds, both PBT and PAT grew an impressive 22%.

Driven by strong credit momentum, the Bank’s gross loan book expanded by Rs 259 billion (27%), reaching Rs 1.2 trillion by end-2025. Deposits rose 12% to Rs 1.65 trillion, underscoring the Bank’s trusted franchise and continued market confidence.

Shareholders benefited from a higher final dividend of Rs 10.30 per share, up Rs 0.95 from last year, with a payout ratio of 39.98%. The Bank’s Return on Equity (ROE) edged up to 17.93% (2024: 17.74%), while Return on Assets (ROA, before tax) stood at 2.60%.

Sampath Bank also reinforced its robust balance sheet, ending the year with Tier 1 and Total Capital Adequacy Ratios of 14.75% and 17.65% respectively—well above regulatory requirements. Liquidity remained strong with a Liquidity Coverage Ratio of 239.79% and Net Stable Funding Ratio of 173%.

Gross income grew 12% to Rs 218.8 billion, supported by the Bank’s diversified earnings base. Interest income dipped marginally by 1% to Rs 181.1 billion, reflecting lower market rates, but was offset by significant growth in non-fund-based income streams.

Net fee and commission income rose 21% to Rs 21.2 billion, buoyed by increased economic activity, higher card usage, and process efficiencies. Notably, the Bank recorded a Rs 6.5 billion trading gain, reversing a Rs 2.8 billion loss in 2024—largely due to exchange gains following a Rs 16.63 depreciation of the rupee against the dollar.

In a major turnaround, Sampath reported an impairment reversal of Rs 0.6 billion, supported by recovery efforts, lower Stage 2 and Stage 3 loan exposure, and improved customer repayment capacity. Stage 3 loans dropped to 9.6% from 13.7% in 2024, while Stage 2 fell to 7.6% from 15.7%.

Operating expenses increased 19% as the Bank accelerated investments in technology, staff expansion, and strategic initiatives aimed at long-term growth. Consequently, the cost-to-income ratio rose slightly to 42.7%.

Sampath Bank remained one of the largest contributors to government revenue, paying over Rs 39 billion in total taxes during 2025, compared with Rs 33.8 billion the previous year. Its effective tax rate was 52.3%.

The Sampath Group continues to broaden its financial presence, operating four subsidiaries—Siyapatha Finance PLC, Sampath Securities (Pvt) Ltd, Sampath Information Technology Solutions Ltd, and Sampath Centre Ltd. In January 2026, it established a new wealth management arm to meet emerging customer needs, pending regulatory approval.

Reaffirming its leadership in sustainability, Sampath Bank expanded its ESG-driven initiatives under its “Wewata Jeewayak” program, restoring its 28th village tank to support rural agriculture. The Bank also continued its coral and mangrove restoration, forest replantation, and turtle conservation projects.

In a pioneering move, the Bank implemented Sri Lanka’s SLFRS S1 and S2 standards under its Climate First Action Plan and introduced a Green Fixed Deposit framework with independent assurance for credibility and transparency.

Responding to the devastation of Cyclone Ditwah, Sampath Bank donated Rs 100 million to the “Rebuilding Sri Lanka” fund, alongside humanitarian aid to the Sri Lanka Red Cross and Air Force.

“Our record-breaking performance in 2025 reflects not just financial resilience, but a steadfast commitment to national progress and sustainable growth,” said Sanjaya Gunawardana, Managing Director and CEO of Sampath Bank PLC.

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NSB honoured for governance and transparency

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The Gold Award, bagged by NSB, highlights the Bank’s continued dedication to maintaining high standards of disclosure and stakeholder engagement.

National Savings Bank (NSB) has been awarded the Gold Award in the State Bank Category at the TAGS Awards 2025, organized by the Institute of Chartered Accountants of Sri Lanka (CA Sri Lanka). Celebrated under the theme “Diamond Chapter – The Grand Honour of Excellence,” the awards recognize organizations that demonstrate exceptional commitment to transparency and governance through their annual reports.

The Gold Award, bagged by NSB, highlights the Bank’s continued dedication to maintaining high standards of disclosure and stakeholder engagement while strengthening governance and accountability across all operations. The rigorous evaluation process assesses not just financial performance, but also how effectively organizations communicate strategy, sustainability initiatives, and long-term value creation.

Chairman Dr. Harsha Cabral PC, accepting the award alongside the NSB team, stated that the recognition is a testament to the collective efforts of the Board, Management, and staff in upholding the highest standards of corporate governance and responsible banking. He noted that maintaining transparency remains fundamental to sustaining public trust, particularly as NSB advances its digital transformation journey while supporting national economic development.

The achievement reflects the Bank’s disciplined financial stewardship and its commitment to presenting a forward-looking account of its performance.

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