Business
In an era of unprecedented change, HR leaders call for a radically agile workforce
In a world grappling with what many now call a “polycrisis”—a convergence of economic instability, geopolitical tension, and relentless technological disruption—the old paradigms of workforce management are no longer simply outdated; they are liabilities. For businesses in Sri Lanka and across the globe, survival and growth now depend on a new, more dynamic asset: a workforce that can pivot, adapt, and innovate on the fly.
This urgent imperative was the central theme at the National HR Conference 2025, hosted by CIPM Sri Lanka on June 3rd at the Monarch Imperial. The event convened a panel of distinguished industry leaders, academics, and HR practitioners to grapple with a critical question: How do we build a workforce that is not just prepared for the future, but can actively shape it? The discussion that unfolded was not one of incremental adjustments, but a call for a fundamental reimagining of how we hire, train, manage, and lead people.
The panel, expertly moderated by Janaka Kumarasinghe, featured insights from Mayura Malagala, Chetana Liyanage, Pavithra Kailasapathy, and Rajitha Kariyawasam. Together, they mapped out the profound challenges and actionable strategies for cultivating the future-ready, agile workforce essential for navigating the complex, uncertain decades ahead.
Defining the ‘Future-Ready’ Workforce in an Age of Uncertainty
Moderator Janaka Kumarasinghe initiated the dialogue by posing a question that cuts to the heart of modern strategy: in a future that is largely unknowable, what does “readiness” truly mean?
Pavithra Kailasapathy of the University of Kalam’s Department of Human Resources offered a foundational definition, urging a move away from static planning. “When we talk about a future-ready workforce, we must first humbly accept that we cannot predict what the future holds,” she stated. “The only certainty is uncertainty itself. Crises and disruptions are no longer black swan events; they are becoming the regular rhythm of the global landscape. Therefore, organizations—and indeed, the nation—need a workforce that is inherently adaptable, flexible, and psychologically equipped for swift decision-making amidst constant change.”
She delved deeper, stressing that this capability goes far beyond a simple list of technical proficiencies. “It’s not just about skills; it’s about possessing a growth mindset—the core belief that abilities and intelligence can be developed through dedication and hard work. This contrasts sharply with a fixed mindset, which assumes talent is innate and unchangeable.”
In practice, an employee with a growth mindset sees a challenge as an opportunity to learn, whereas one with a fixed mindset sees it as a threat that might expose their limitations.
“Agility,” Kailasapathy concluded, “is the fusion of this learning ability with the adaptability to apply that knowledge in novel, often high-pressure, situations. It’s about learning, unlearning, and relearning as a continuous cycle.”
Navigating Exponential Change and Geopolitical Shockwaves
The conversation then shifted to the powerful external forces compelling this evolution. Rajitha Kariyawasam, a multidisciplinary executive with deep experience in global manufacturing and business, painted a stark picture of the operating environment.
“This isn’t ordinary, linear change; it’s dramatic, exponential transformation,” he warned. “The rate of change is vast and accelerating, primarily driven by a new wave of technology. We are seeing robotics, AI, and automation not just augmenting human work, but fundamentally redefining entire job categories.” He explained that this isn’t a distant future; AI is already handling complex analytics and diagnostics, while automation is reshaping supply chains. “The agility we have today, which might feel advanced, could very well be obsolete by tomorrow.”
Beyond technology, Kariyawasam highlighted the immense impact of geopolitical volatility. “Strategic plans can be shattered overnight by a single policy decision made thousands of miles away,” he noted. “When a major economic power, like the US, suddenly announces a 44% tariff, it can decimate a company’s core export market in an instant. A company’s ability to survive such a shock depends entirely on its agility.”
How can an organization respond? “It requires a collaborative, ecosystem-wide approach,” he argued. “You need to rapidly explore new markets, reskill your sales and logistics teams, re-engineer products to meet new price points, and potentially adopt new technologies to reduce costs. This is not a challenge for one department; it involves the entire workforce, suppliers, industry bodies, and even government support.”
He pointed to China’s remarkable economic transformation as a powerful, large-scale precedent. “Look at how Chinese companies and institutions fostered a national culture of agility. They invested massively in upskilling their workforce, from factory floors to research labs. They embraced cutting-edge technologies fearlessly and built an infrastructure that could pivot to meet global demand. They turned potential weaknesses into the very drivers of change, a lesson for any company looking to build a forward-thinking, adaptable organization.”
From Theory to Practice: Cultivating an Agile Culture
Understanding the need for agility is one thing; building it is another. Chetana Liyanage provided a practical framework, arguing that all HR practices must be intentionally re-engineered around three core pillars:
Instilling a Growth Mindset: This must be the cultural bedrock. It means leaders must actively model learning, celebrate “intelligent failures” as learning opportunities, and create an environment of psychological safety where employees feel secure enough to voice new ideas and experiment without fear of blame.
Developing Essential Skills and Competencies: The focus must be twofold. While technical skills remain vital, so-called “power skills”—critical thinking, creative problem-solving, communication, and collaboration—are what enable agility. These are the skills that allow technical knowledge to be applied effectively in new contexts.
Strengthening Enabling Systems: An agile culture cannot survive in a rigid, bureaucratic structure. “We cannot foster agility within traditional hierarchies,” Liyanage asserted. “We need to move toward a skills-based approach, empowering cross-functional teams to swarm on problems and opportunities. It’s about creating a ‘gig economy’ within our companies, where talent is deployed fluidly based on project needs, not static job descriptions.”
This requires a radical overhaul of legacy systems. Annual performance reviews become obsolete, replaced by continuous, real-time feedback conversations. Training evolves from monolithic, top-down programs to personalized “micro-learning.”
Business
Oil prices fall, stocks rally as US, Iran sign framework to end war
Oil prices have dropped following the United States and Iran’s signing of an interim peace agreement, resuming a slide interrupted by US President Donald Trump’s warning that he could restart his military campaign.
Brent crude fell 2.3 percent on Thursday in Asia, returning the international benchmark to near to where it was 24 hours previously
Brent futures for delivery in August stood at $77.73 as of 05:30 GMT, only about 7 percent higher than before the US and Israel launched their war on Iran on February 28.
After several days of declines, Brent briefly spiked above $81 a barrel on Wednesday after Trump warned that the US could “go right back to dropping bombs” on Iran if it doesn’t “behave”.
Shrugging off losses on Wall Street overnight, Asian stock markets rallied on renewed optimism for an end to nearly four months of disruption to global energy supply chains.
Japan’s benchmark Nikkei 225 and South Korea’s Kospi both hit all-time highs, gaining more than 2 percent and 1.7 percent, respectively.
Taiwan’s Taiex rose as much as 1.3 percent.
Hong Kong’s Hang Seng Index bucked the trend, dropping 1.7 percent.
US stock futures, which are traded outside of regular market hours and often foreshadow the next day’s performance, climbed, with those tied to the benchmark S&P 500 and the tech-heavy Nasdaq Composite climbing about 0.8 percent and 1.3 percent, respectively.
“Putting aside the contents of the MoU, markets are likely to be welcoming the fact that both the US and Iran signed it sooner than initially expected,” Norihiro Yamaguchi, lead economist for Japan at Oxford Economics, told Al Jazeera.
“The timing is also supportive, as the major central bank policy meetings have now passed, reducing a key source of uncertainty,” Yamaguchi said.
“For Asian markets, the renewed strength in US semiconductor stocks should provide an additional boost, given the region’s heavy exposure to tech shares.”

Pakistani Prime Minister Shehbaz Sharif, who mediated the negotiations between Washington and Tehran, said on Wednesday that the US-Iran memorandum of understanding (MoU) had entered into force with “immediate effect”.
Sharif said Iran would “instantly reopen” the Strait of Hormuz and the US would “immediately” lift its naval blockade of Iranian ports, though it was not immediately clear if the announcement had any effect on boosting maritime traffic in the critical waterway.
Shipping in the strait has been reduced to a fraction of peacetime levels due to the threat of Iranian missiles, drones and mines, as well as the US blockade.
The blockage has resulted in an estimated daily shortfall of 14 million barrels in the global oil market, according to the International Energy Agency (IEA).
Fabien Yip, a market analyst at IG in Sydney, said that while markets have responded to the MoU with optimism, the relief is “largely priced in” as practical issues such as the backlog of vessels in the Gulf and mine clearing operations must still be resolved.
“There is a notable divergence between sentiment and physical supply – production ramp-up and logistics normalisation will take time,” Yip told Al Jazeera.
While more than 500 vessels are estimated to be waiting to exit the Gulf through the strait, shipping companies have expressed concern about the lack of clarity on how to ensure the safety of their vessels and crews in the channel.
In a statement earlier this week, the Baltic and International Maritime Council (BIMCO), one of the world’s largest associations for shipowners, said the US and Iran had yet to provide information about “key aspects such as timings and safe routes”.
“Due to lack of details and a history of overly optimistic reassurances, we believe the security situation for the shipping industry remains volatile, and we still consider it very risky for ships to commence transits at this point,” Jakob Larsen, chief safety and security officer at BIMCO, said in a statement on Monday, responding to the initial announcement of the MoU.
“We advise shipowners to continue doing thorough risk assessments and appeal to all parties to put the safety of seafarers first.”
[Aljazeera]
Business
Pelwatte Dairy commissions Sri Lanka’s largest dairy effluent treatment plant to advance ESG leadership and global market readiness
Pelwatte Dairy Industries Limited has successfully commissioned its state-of-the-art Effluent Treatment Plant (ETP) at its Buttala manufacturing facility, marking a significant milestone in the company’s journey toward environmental stewardship, ESG compliance, and responsible dairy processing.
This facility is the largest Effluent Treatment Plant within a dairy processing operation in Sri Lanka, underscoring Pelwatte Dairy’s commitment to aligning its operations with global environmental standards and strengthening its position in international markets.
Strategic Commitment to ESG and Responsible Growth
This investment reflects a deliberate and forward-looking strategy by the Board of Directors to embed Environmental, Social, and Governance (ESG) principles into core operations. As Pelwatte Dairy continues to scale its processing capacity and expand its export footprint, environmental compliance has become a central pillar of sustainable growth.
The ETP has been designed to meet the increasingly stringent environmental expectations of Western, European, and Far Eastern markets, where compliance with wastewater discharge standards, environmental reporting, and sustainability practices are essential for market access.
Future-Proofed Design for Scalable Growth
The facility has a base treatment capacity of 250 m³ per day, with the engineered capability to handle peak volumes of up to 325 m³, representing approximately 30% additional capacity to accommodate future growth in processing volumes. [ETP Opening | Word]
This future-ready design ensures that Pelwatte Dairy can maintain consistent environmental performance even under high production scenarios, reinforcing the company’s commitment to long-term compliance, operational resilience, and responsible expansion.
Advanced Technology Supporting Global Compliance
The ETP integrates advanced treatment technologies, including:
Integrated Dissolved Air Flotation (IDAF)
Anaerobic and Enhanced Sequential Batch Reactor (AnSBR/eSBR) systems
Dedicated CIP wastewater management
Real-time automated process monitoring
Screw press sludge dewatering
These systems ensure high treatment efficiency and compliance with critical environmental parameters such as Biological Oxygen Demand (BOD), Chemical Oxygen Demand (COD), and nutrient discharge limits.
The plant is fully aligned with Sri Lanka’s stringent Central Environmental Authority (CEA) discharge standards and supports adherence to ISO 14001 Environmental Management System (EMS) practices, reinforcing Pelwatte Dairy’s structured approach to environmental management and continuous improvement.
Regulatory Engagement and Endorsement
The inauguration ceremony was attended by distinguished representatives from the Board of Investment (BOI) Environmental Division and Central Environmental Authority (CEA) provincial and district offices, reflecting strong regulatory engagement and endorsement of the environmental standards achieved through this investment.
Their presence underscores Pelwatte Dairy’s proactive approach in working closely with regulatory authorities to ensure compliance with national environmental frameworks while aligning with global best practices.
Enhancing Global Credibility of Sri Lankan Dairy
With this development, Pelwatte Dairy strengthens its position as a responsible and globally competitive dairy processor, capable of meeting the environmental expectations of leading international buyers and regulatory bodies.
This initiative not only enhances the company’s ESG profile but also contributes to elevating the sustainability standards of Sri Lanka’s dairy industry.
Acknowledgements
Pelwatte Dairy extends its sincere appreciation to its project team, operational staff, consultants, regulatory authorities, and partners for their contributions. Special recognition is extended to Industrial Solutions Lanka (Pvt) Limited for their engineering expertise and successful project delivery.
Business
Port City Colombo Forum in Dubai positions Sri Lanka as South Asia’s gateway for UAE business expansion
Exclusive invitation-only engagement at the Ritz-Carlton DIFC brought together approximately 200 senior UAE business and diplomatic leaders to explore Sri Lanka’s role as a platform for regional growth
The Embassy of Sri Lanka in the United Arab Emirates and the Consulate General of Sri Lanka in Dubai and the Northern Emirates, in collaboration with Colombo Port City Economic Commission and CHEC Port City Colombo Pvt. Ltd., hosted Globalisation and the Sri Lankan Opportunity – From Recovery to Relevance: Sri Lanka’s Moment in the Evolving Global and Regional Economy, an invitation-only diplomatic and investment engagement at The Ritz-Carlton, Dubai International Financial Centre.
The forum brought together approximately 200 senior leaders from across UAE corporates and business chambers alongside Sri Lanka’s most senior diplomatic and investment representatives – among them senior executives from Sobha Realty, Binghatti, Oracle, Emirates Airlines, First Abu Dhabi Bank, JLL, Cushman & Wakefield, CBRE, IFS, Danube and Samana Developers – reflecting the depth of interest from the UAE’s leading industries in Sri Lanka’s evolving economic proposition.
Opening the forum, Prof. Arusha Cooray, Ambassador of Sri Lanka to the United Arab Emirates, set the tone for a morning of substantive dialogue, speaking to the depth and durability of the UAE–Sri Lanka partnership, one built on decades of trade, people, and shared economic ambition, and affirming Sri Lanka’s commitment to taking that relationship into a new chapter defined by what Sri Lanka can offer UAE businesses seeking to grow their presence across South Asia.
The keynote address was delivered by Ghanim Al Falasi, CEO of Falak Tayyeb Platinum and Senior Vice President/Director General’s Office for of Dubai Silicon Oasis (DSO), who drew on over a decade of senior leadership experience in the UAE’s innovation and technology ecosystem to frame the question of what South Asia’s emerging platforms offer to forward-looking UAE businesses. He noted that while Dubai provides global access to capital and logistics, Colombo offers strategic access to South Asia, and that together the two cities can function as complementary platforms serving different but mutually reinforcing roles in the regional economy.
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