SLID Elects Council for 2020/2021 Corporate Governance Through the Looking Glass Should Boards Change The Way They Work? - VOLUME 20 ISSUE 02
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VOLUME 20 ISSUE 02
SLID Elects Council for
2020/2021
Corporate Governance
Through the Looking Glass
Should Boards
Change The Way They Work?
02
Contents
02 SLID Elects Council for
2020/2021
03 Newly Elected Council
04 Corporate Governance Through
the Looking Glass
06 SHOULD BOARDS CHANGE THE
WAY THEY WORK ?
08 Capex Over tough times
Challenges for Financial sector
10 Secretariat NEWS
11 Board Leadership Training
Intake-10 STRATEGIC
LEADERSHIP
12 SLID signs MOU with ACCA
15 BlueScope Lysaght Lanka (Pvt)
Ltd
18 New Members
EDITOR : Mr. A. R. Rasiah
CEO : Ms. Radika Obeyesekere
SLID OFFICE
Room 166 & 167
Cinnamon Grand Colombo
No. 77, Galle Road, Articles and comments therein are
views of the author concerned and does not
Colombo 03 represent view of SLID
The 8th Annual Membership
Meeting of The Sri Lanka Institute
of Directors (SLID) was held on 29th
July 2020, ushering in the Council for
2020/2021. SLID, one of Sri Lanka’s
premier organizations for business
leaders is at the forefront of Corporate
Governance, bringing together over
950 members. Mr. Rasakantha Rasiah
was re-elected for a second term as
Chairman of the Institute. Mr. Rasiah
currently serves as Chairman for Hela
Clothing Group.
Mr. Rasiah thanked the members for
their confidence reposed in him by
re-electing him as Chairman and also
for their prudence in the selection of
the same Council as this would mean
continuity in the functioning of the
Institute. He made special reference
to the fact that the Institute has made
significant advancement from its
humble beginnings under the aegis
of The Ceylon Chamber of Commerce
and expressed his gratitude to those SLID Elects Council for
members who have been associated
with the Institute since inception.
He also acknowledged the unfailing
support by Mr. Faizal Salieh, Senior
2020/2021
vice-chairman and Ms. Aroshi
Nanayakkara, Vice Chairperson given
during the year under review. plan for a regional network of the Institute and conducting of an International
Directors program with due emphasis on the Covid-19 pandemic.
The Chairman appraised the members
that SLID’s renowned programs Mr. Fabrice Cavallin, Managing Director of Nestle (Lanka) PLC was the Chief
initiated for the professional training Guest at the event. Mr. Cavallin who overlooks Sri Lankan and Male operations
of directors were very well received of Nestle PLC , shared some of his personal experiences on navigating through
with senior directors and managing challenging business environments. He explained how the company took
directors of multinational companies advantage of the covid-19 “work from home situation”. He also stressed on the
being amongst the enthusiastic importance of empowering staff, making employees responsible and come up
participants. He further outlined a with suggestions for improvement.
02
Newly Elected Council
Mr. A. R. Rasiah Ms. Nadija Tambiah
Chairman Head of Legal Secretarial & CSR/Ex VP
Hela Clothing (Pvt) Ltd John Keells Holdings PLC
Mr. Faizal Salieh Ms. Aruni Rajakarier
Director Director
Cargills Bank PLC SheConsults (Pvt) Ltd
Mr. Preethi Jayawardena Mr. Ravi Abeysuriya
Chairman Group Director
Cal Exports Lanka (Pvt) Ltd Condor Group of Companies
Ms. Aroshi Nanayakkara Mr. Vish Govindasamy
CEO Group Managing Director
Global Consulting Company Sunshine Holdings PLC
Mr. Dinesh Weerakkody Mr. Dilshan Rodrigo
Chairman Director/COO
Hatton National Bank PLC Hatton National Bank PLC
Mr. Prakash Schaffter
Chairman
Janashakthi Insurance PLC
03
Corporate Governance Through the
Looking Glass
By Rachael Johnson, Global Head different stakeholders’ interests. Directors must consider the impact on the
of Risk Management and Corporate company’s reputation and long-term business objectives. For, at some point
Governance, at ACCA Professional in time, the board may well have to prove due consideration of the decisions it
Insights makes today.
More than six months on since the Let’s consider the garments industry, one of the highest contributors to Sri
World Health Organisation (WHO) Lanka’s export revenues. Sri Lankan garment companies secured a significant
learned about a novel coronavirus niche in the Personal Protective Equipment (PPE) supply chain early in the
outbreak in Wuhan, China, one thing pandemic, having won around US$500 million in orders. Lingerie manufacturer
certain is that Covid-19 continues to MAS Holdings was particularly quick to innovate its experience in textiles by
fast-forward many existing long-term moving straight into PPE production for frontline health workers. Building on its
trends, and the rising importance of trademark slogan, “Change is Courage” it transformed itself into a multi-national
sound corporate governance is no manufacturer of medical and infection control apparel for caregivers, notably
exception. with the use of some reusable materials. Whilst this is undoubtedly turning the
dial in the right direction – indeed, very positive news for employees and their
families, as well as for meeting urgent societal needs – pressing environmental
In July, OECD’s Corporate Governance
questions still linger in the wider garment industry about waste, consumption
Committee released a draft of
habits and the much-needed shift to environmentally-friendly productive
their upcoming white paper for
systems.
consultation. The ‘Business at OECD’
draft, Improving Business Resilience
The second pillar of the OECD’s draft paper focuses on “going concern” of
Through Corporate Governance,
solvency. If a company goes out of business, the impacts on employees, capital
asks the question: Were we really
providers, customers and suppliers are inevitably detrimental to all stakeholders.
prepared for this pandemic if we look
As some of the hardest lessons from Covid-19 relate to unexpected disruptions
back at ourselves from the corporate
to supply and value chains, the board needs to align the company’s business
governance standpoint?
strategy with a clearly defined enterprise risk management framework to ensure
operational resilience. Even those companies that had a business continuity
Stories will differ around the world plan have realised how ineffective they were in reacting to the unique nature of
and across sectors, but the ultimate the Covid-19 crisis and its aftershocks. Crisis management needs to be 24/7,
answer in ACCA’s view is that the global and quality reporting and communication with stakeholders and shareholders
pandemic has proved how integral as to how the company is managing risk is vital.
corporate governance is to building
back better and leading the way to a The Professional Insights team at ACCA have taken on an extra focus on
greener, more prosperous economy for emerging risks, for example, those stemming from the rapid leaps in digital
the future. “It is important to note that transformations companies have made during the lockdowns or are still trying
we do not need to reinvent the wheel. to do as economies re-open. Whilst on the bright side companies managed to
We should seize this opportunity to shift swiftly to virtual AGMs, serious questions over data privacy, lack of skills
create a more resilient and sustainable and appropriate training, as well as the increasing probability of cyberattacks
economy by incorporating lessons are rising fast. Protectionism, growing geopolitical uncertainties and how these
learned from the pandemic into our issues affect trade are also extremely important risks that boards cannot ignore.
corporate governance framework,” the
Committee emphasised. In upcoming months, we will be working on virtual roundtables with partner
organisations, such as the Sri Lanka Institute of Directors, to help MESA
The draft focuses on three main members address this increasingly interconnected risk landscape. In the
pillars of corporate governance meantime, a recent paper authored by our Head of Business Insights, Narayanan
post Covid-19. The first, Broadening Vaidyanatham, Meaningful Work for the Digital Professional: Roadmap Beyond
perspectives of Board’s responsibility the Pandemic provides a sound, in-depth analysis of how digital transformation
and fiduciary duty, is a call for boards can help businesses build a sustainable future.
to broaden their thinking of corporate
accountability and purpose. In The last pillar in the OECD draft paper is about Policy instruments to support
this respect, the OECD Corporate governance and sustainability. In recent months, the OECD’s Committee has
Governance Committee stressed how discussed its concern about whether virtual AGMs ensure shareholder rights
boards need to take on more active and how directors need to maintain constant dialogue with investors (equity and
and inclusive views to help meet credit) during times of disruption. The OECD’s overall policy recommendations
the tougher challenges of managing home in on how important it is that investors, businesses and stakeholders
04
work together to build a more sustainable economy. “Unchecked, global to halve over this decade. Yet there
environmental emergencies, such as climate change and biodiversity loss, are already signs that emissions are
could cause social and economic damages far larger than those caused by rebounding as the economy restarts,
Covid-19,” the OECD stated. a pattern that has been seen after
past recessions.” In his presentation,
In a comprehensive list of policy recommendations, Building Back Better: A Gore stressed how vital a sustainable
Sustainable, Resilient Recovery after COVID-19 it explains that government approach to economic policy is in
recovery policies need to trigger investment and behavioural changes that will developing countries with worsening
reduce the likelihood of future shocks and increase society’s resilience to them. extreme weather. A report last year by
ACCA agrees this is essential in countries like Sri Lanka that are particularly another one of my colleagues, Jimmy
vulnerable to climate-related natural disasters, such as floods and droughts. Greer, on social and environmental
Investors and consumer behavioural changes continue to drive sustainability value creation is worth reading as
well.
Responsible and sustainable investing using environment, social and
According to Vivid Economics,
governance (ESG) considerations was already mainstream before Covid-19
stimulus money considered to be
erupted, and such fund managers continue to outperform traditional assets.
environmentally impactful include
From 2010 to the start of 2020, the MSCI Emerging Markets ESG Leaders
those targeting Agriculture, Industry,
Index, which tracks companies with high performance in ESG metrics relative
Energy, Transport and Waste, given
to their peers, outshone the broader MSCI Emerging Markets Index with 6.98%
their historical record of being directly
annualised gross returns versus 3.73%.
tied to environmental and natural
outcomes. Furthermore, it is critical
The pandemic has only accelerated investors’ desire for private companies that funding in response to the
with a focus on long-term structural change too, and they will be hunting for COVID crisis helps without risking
small to medium companies that commit to ESG principles. The best ESG future public health, job security,
investors in this space are those that engage with their portfolio companies, fiscal stability and environmental
helping them learn about governance best practices and guiding them when it sustainability.
comes sustainable strategies and solutions that lead to better impacts on the
planet and, consequently, better bottom lines. Companies that save money by
Local partnerships are also going
reducing waste and utilising raw materials and less packaging are the ones able
to be key to getting on the right
to raise capital and grow.
road to recovery, and boards could
do more to forge such mutually
Generation Investment Management, set up by former US Vice-President Al beneficial agreements in this regard.
Gore in 2004, released its annual Sustainability Trends Report in July 2020 For example, Dialog Axiata, one of
which showed how Covid-19 has underscored the need for more impactful Sri Lanka’s largest mobile network
stimulus money to influence company directors, their investors and consumers. operator, has been making strides at
“While carbon emissions are set to fall in 2020 due to COVID-19, they still need developing automation tools for the
agricultural sector by collaborating
Build back better mind-set for boards with local universities and SMEs.
It has worked with the University of
Moratuwa’s Mobile Communications
Research Laboratory to
collaboratively design and develop
the hardware components needed.
Dialog also worked with the University
of Ruhuna’s Faculty of Agriculture
on employing their data models into
its Internet of Things (IoT) platform.
In addition, Dialog has formed a
partnership with Plant Beat, a local
SME focused on protected agriculture,
to help manage solution deployment
and customer support. This includes
training and upskilling Plant Beat
staff. It is now focused on establishing
more distribution partners to bring its
solution to market. Such partnerships
have allowed Dialog to develop
sensors and control systems 10 times
cheaper than European alternatives,
while at the same customising its
smart farm technology to Sri Lankan
environmental conditions.
05
SHOULD BOARDS CHANGE THE WAY THEY WORK? Companies and their Boards are under intense scrutiny from shareholders, regulators, employees and other stakeholders. In times of uncertainty, the roles and responsibilities of a Director are even more demanding and Boards are required to go beyond the basic oversight function in order to be effective. The Sri Lanka Institute of Directors (SLID) hosted a webinar titled “Should Boards Change the Way they Work?” which discussed the Board experiences of a panel of independent non-executive directors (INEDs) representing a few of the worst hit sectors in the recent months. Moderating the session, Manil Jayesinghe – Partner, EY and President of the Institute of Chartered Accountants of Sri Lanka, highlighted the key trends which have emerged and made major impacts on businesses in recent times. From overall disruption in business to permanent changes Mr. Manil Jayesinghe in society to company structures and geo-political links to impacts on supply chains, the c-19 pandemic has provided an extra-ordinary, never- seen before, backdrop to doing business. He stated that the response to these challenges lie in a company’s agility and its ability to respond on the run. Expressing her experience on the broad spectrum of challenges facing the hospitality and tourism sector, Kamini Reddy, representing a family owned group of companies located in the Pacific Islands and an INED of Jetwing Symphony PLC, stated that as an INED, her focus was on cash flows and the survival of companies with the high overhead costs to be managed. She went onto state that making decisions which affected people’s livelihoods was one of the biggest challenges for her personally, where large numbers of people were made redundant as a result of the closing of borders during the pandemic. Reddy also commented that Ms. Kamini Reddy sourcing of health and safety equipment and training of staff were a few 06
of the measures which had to be adopted within a short period
of time.
The apparel sector being one of the worst hit sectors, continues
to see weak order books, with second waves of the pandemic
affecting Sri Lanka’s major export markets. Commenting on
business dependency and the uncertainty around not knowing
which of your customers would fall off the cliff, Harin De Silva
Wijeyeratne an INED and Audit Committee Chairman of MAS
Holdings PLC, stated that liquidity was the real crisis and of
paramount concern for directors on the Boards of apparel
companies. He also spoke of the proactive measures and strict
controls taken to contain the spread of the virus, whilst ensuring
the physical and mental well-being of employees. “More regular
communication, with management playing the major role
in ensuring compliance across the entire company” is how
Wijeratne summarized the role of INEDs in the companies Mr. Harin De
represented by him. He also commented that supporting the
mental health of employees was critical to creating a safe
Silva Wijeyeratne
physical environment, and had featured on the Board’s agenda.
Elaborating further on the issue of mental health, Reddy was
of the view that focusing on it was extremely important during
the readjustment phase with clear and frequent communication
on the company’s response plans, from social distancing to
wearing personal protective equipment (PPE), as well as details
about the workforce and financial stability.
The post c-19 business environment requires a new way
of thinking about risk and transformation. It requires risk
management to be more dynamic. At the Board level, this
translates to adopting a future-fit risk approach that is more
attuned to external business trends and one that allows
Mr. D. Soosaipillai
management to focus on identifying and capitalizing on risks
that enhance trust and enables innovation and value creation.
Soosaipillai, an INED on a number of banking and financial
institutions, was of the view that while Boards were thrown into
the deep-end overnight, from cybersecurity threats to a volatile
geopolitical landscape and pandemics, the situation had put
pressure on Boards to build risk resilience and create long-term
value for their companies. He stated that it was important for
Boards to address the top risks associated with the protection
of information assets instead of leaving the CIOs to act in
isolation.
Companies today must embrace technological innovations
to survive and transform and Board members must clearly
acknowledge this. While this provides strategic opportunities
for companies, it also introduces new cyber and data privacy
vulnerabilities, creating an increasingly complex cybersecurity
landscape. Cyber security is not a regular discussion item on
Board agendas which gives rise to an urgent need for oversight
of this existential threat.
The current crisis sheds light on the vital importance of a
diverse Board. A Board with a breadth of experience, relevant
industry and functional expertise, and a range of ages, genders,
and backgrounds would enable an organization to assess
challenges from a variety of perspectives. Boards should seize
this moment to step up their game and provide critically needed
guidance to their organizations.
07
Eshan Fernando is the Business Manager at Gestetner of Ceylon PLC with over 8
years’ experience in the field of Marketing and Sales. He holds a BBA double major in
Management & Marketing and presently reading for an MBA in General Administration.
Capex over tough times
Challenges for Financial sector
Post Covid Responses New opportunities will definitely require new investments. As an immediate
response Termination of Capex is understandable. However, it is likely that in
The most common among the post most businesses this will lead to shutting themselves to new opportunities in
Covid precautionary measures by the market.
businesses is the suspension of
Capex. Due to this the response is Those businesses that are courageous to remain open minded in terms of
understandable given the sudden capex would have and continue to instinctively seek new opportunities. As
and unexpected nature of the current stated previously those who seek opportunities do encounter them. The power
pandemic. Decision makers are facing of a positive mindset summed up in Lord Buddha’s quote: “Mind is everything.
a difficult task in the midst of not just What you think you become”
a crisis but one that is aggravated due
to its uncertainty particularly in terms Funding Challenges to Capex
of timelines.
Open mindedness to capex is all well and good. However, funding Capex is
Responses among the large and a challenge in the current climate of uncertainties in the market. But it is not
small businesses ranged from the unsurmountable.
riskiest of all being to do nothing to Understandably for most businesses Banks are the primary source of funding
the other extreme of hyped up anxiety. for capex. However, Banks have their own challenges at times like now. Non-
The outcomes of the former are easy performing loans and ever-increasing regulatory requirements compel them to
to comprehend but the latter were escalate their criteria for evaluating funding requests. Therefore, businesses
mostly uncoordinated moves ending with strong fundamentals are unlikely to be constrained in seeking funding from
up targeting the wrong problems. Banks.
Fortunately, most businesses upheld Banks themselves have their own challenges. Besides the higher risk profile
calmness with well thought-out under the prevailing situation they have stipulations on capital adequacy that
responses. Staff related decisions they need to comply with. This is an added pressure on their own capex
were the most difficult of all. While decisions.
many adopted the simplistic approach
of measures such as benching Banking is presently in an evolving phase. Many technological changes are
there were a minority that adopted directed towards the Banking sector. Adaptation to these trends are imperative
more meaningful approaches. Most to maintain their competitiveness.
outstanding of the latter were those
Therefore, funding for capex including essential capex as in the case of Banks
that viewed its manpower not just
is a challenge. Challenges provoke innovation. One of these innovations is
as a cost but beyond. For example,
for equipment suppliers to depart from conventional methods of selling and
consensus based and voluntary
structure their offerings to OpEx equivalents.
sacrifices of earnings by employees
that cumulatively were sufficient to Such OpEx offerings can also include the aspects of operation and maintenance
avoid benching or retrenchments. of the equipment. Thus, there is scope for the OpEx offerings to be an
outsourcing option i.e. outsourcing the ownership, operation and maintenance
Post Covid Challenges of the equipment. This has twofold benefits. Savings of much needed cash and
maintaining “key” Bank ratios within acceptable limits and leave the handling of
Luckily, many businesses have capital expenditure items to experts which in turn may help contain own staff.
weathered the stormy period over It may also be possible that experts by the very fact of being specialists may
the past 06 months. They are now build synergies and hence offer at very competitive and attractive prices. There
entering the next phase. A minority may be times that Banks may themselves fund the operator thereby creating
of these are equipped with the belief business opportunities and at times banks themselves can be the clients of
that there are always hidden but such operators too, thereby guaranteeing recoveries of such loan facility.
significant opportunities nestled
during such crises. This requires the Therefore, to overcome all challenge at the current stage Opex offerings
scarce business attribute of positive and solutions will be the key to success when taking new opportunities into
mindset. consideration.
08Secretariat
NEWS
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and workshops
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10Board
Leadership
Training
Intake-10
STRATEGIC SLID resumed its Board Leadership Training Program taking
LEADERSHIP
into account applicable health and safety measures. The
Session on “Strategic Leadership” was held in September
2020 at The Ivy Room of the Cinnamon Grand, Colombo.
11SLID signs MOU with ACCA
SLID (The Sri Lanka Institute of Directors) and ACCA (the Association of Chartered Certified Accountants) signed a formal
partnership agreement (MoU) signalling a new level of cooperation between the professional body and SLID, Sri Lanka’s
premiere membership organization on Corporate Governance. Both organizations share the common goal of advancing
and driving their Corporate Governance agenda between their members.
“We are delighted to partner ACCA
as our goals are complementary.
We propagate Corporate
Governance and train directors and
“would be” directors while ACCA
train school leavers and graduates in
professional accountancy, which is a
stepping-stone to board positions.”
A.R. Rasiah
Chairman – SLID
SLID is pleased to announce the
appointment of Sarah Hedwige as
Business Development Manager. She
holds a Bachelors in Business from
the RMIT University in Australia and
a Diploma in Management from the
Sarah joins Raffles Institute in Singapore. Her work
experience includes a number of roles
SLID !
in the areas of sales, management and
administration.
Sarah takes over from Ms. Mala Herath
who served as Operations Manager of
the Secretariat. We thank Mala for her
invaluable contribution made over a
period of 5 years and wish her well in
all her future endeavours.
WE ARE MOVING!
The SLID secretariat will be relocated to Room 166 & 167 of The Cinnamon Grand
Colombo. Please update your records with our new address. We will be commencing
business at our new location on 19th October 2020.
1213
BlueScope Lysaght Lanka (Pvt) Ltd
BlueScope Lysaght Lanka was established in Sri Lanka buildings, airports, sports stadiums and other public
back in 1994. The company is a fully owned subsidiary of buildings as well as commercial and residential buildings.
Tata BlueScope Steel Ltd which is an equal joint venture
between Tata Steel and BlueScope Steel in the field of BlueScope Lysaght is awarded by GREENSL® LABELLING
coated steel. LYSAGHT products are of the highest quality SYSTEM certificate of Green Building Council of Sri Lanka.
as their parent company Tata BlueScope Steels maintains It has been certified that LYSAGHT® range of products
high standards in the area of Safety, Health and Environment manufactured with COLORBOND® XRW Steel have
and has been certified by Underwriters Laboratory Inc. for met with all requirements to endorse as the very first
ISO 9001: 2008 as well as by M/s. UL MSS India for the ISO GREENSL® Labelled roofing Product in Sri Lanka. Now
14001 & OHSAS 18001 certifications. we at BlueScope offer green certified, eco-friendly roofing
solutions with a variety of green design features such as
lead free roofing sheets enabling rain water harvesting,
higher solar reflectance index values, reduced peak roof
temperature up to 6° C and reduced annual cooling energy
by 15% in compliance with THERMATECHTM Technology.
BlueScope Lysaght is world’s premier roofing solution
provider that is dedicated to manufacture, supply and
installation of top quality and intensive processed steel
building products with a legacy of more than 150 years
worldwide and more than 25 years in Sri Lanka.
Amid intense competition in the construction industry,
LYSAGHT® is synonyms with producing high quality
steel building components along with other advantages
such as LYSAGHT® products are backed by research and
development in world class laboratories, enhanced thermal
performance against any weather conditions, superior
aesthetics, longer durability, lowered ambient temperature,
eco-friendly product features.
The Brand LYSAGHT first came into origin when the
potential in corrugated iron sheeting was discovered and
experimented on by John Lysaght back in 1857. He did
this under the trademark “Orb” which later transitioned
into the future as LYSAGHT. Since its inception Lysaght
products have been pioneers in shaping the world; from
iconic corrugated roofs to large commercial and industrial
projects.
The LYSAGHT ® range of premium building products are
manufactured from high quality steel products such as
COLORBOND® steel and ZINCALUME® steel. Although
located in Sri Lanka Lysaght has the complete backing
and unrelenting support of its parent company BlueScope
which, being Australia’s largest Steel Maker guarantees
nothing but the best in terms quality and customer
satisfaction. Made from 100% Australian steel, Lysaght
products are extensively performance-tested, come with a
BlueScope warranty, and offers customers confidence and
peace of mind.
For over a decade, LYSAGHT ® roofing, walling, structural
purlin and decking systems have been extensively used by
thousands of construction projects throughout Sri Lanka.
These include projects such as power stations, industrial
1517
New Members
Ms. Elisha Mayanka Gomes Mr. Hari Dharshan Sathiamoorthy
Director Joint Managing Director
Westgate International (Pvt) Ltd Built Element Limited
Mr. Gayan Bandara Rathnayake Mr. Sathiamoorthy Sivamohan
Director Managing Director
Sathuta Builders (Pvt) Ltd Mascons (Pvt) Limited
Mr. Lahiru Jayasinghe Mr. Sisira Kumara Kehelgamuwa
Chief Operating Officer Director – Branch Operations
St. Anthony’s Industries Group (Pvt) Ltd Certis Lanka Courier Services (Pvt) Ltd
Mr. Thanushka Jayasundera Ms. Chathika Ranawana
Chief Financial Officer Director – General Managress
Janashakthi Insurance PLC Certis Lanka Home Nursing & Swift Care
Ms. Charmine Ruvini Kariyawasan Mr. Ranjith Marcus Perera
Director Corporate Affairs Managing Director
Perera & Sons Bakers (Pvt) Ltd R M Perera (Pvt) Ltd
Ms. Aruni Siriwardene Mr. Karupudayan Thevkanth
Director/Co-Founder Director
Advik Consulting (Pvt) Ltd R M Perera (Pvt) Ltd
Mr. Anura de Alwis Ms. Sonali Perera Thevkanth
Board Director Director
Slasscom R M Perera (Pvt) Ltd
Mr. Aruni Siriwardene
Joint Managing Director
Built Element Limited
1819
20
MOST AWARDED PACKAGING COMPANY
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