AITKEN SPENCE

Q: What principles guide your organisation in protecting its reputation du­ring periods of uncertainty or crisis? 

A: Reputation is built over time but it is often tested when circumstances are most difficult. During such periods, our focus does not waver from our purpose and values. For Aitken Spence, this means being reliable, honest and transparent; acting with inte­grity; and inspiring confidence through our ­decisions and actions, even when the going gets tough.

 That being said, difficult choices sometimes involve trade-offs. And those decisions must be made in the best interests of our people and the organisation.

 Preparedness is critical and a fundamental responsibility. A crisis should not be the point at which an organisation begins considering risk, resilience or business conti­nuity. These must already be embedded in the way it operates. 

Our diversified portfolio, risk governance structures and long-term approach help us respond with agility while protecting the 

interests of our employees, customers, partners, communities and shareholders.

Communication is equally important. During periods of uncertainty or crisis, it is essential to communicate not only with cla­rity but also empathy. 

At times, communication itself requires careful consideration as many stakeholders may not immediately understand the com-­­­­­­­­­­­­­

p­lexity of decisions being made at diffe-­

rent levels across the organisation or why ­answers may not be available straightaway. We therefore place considerable emphasis on strong governance, responsible decision making and timely stakeholder engagement.

Ultimately, it comes down to ensuring that an organisation’s actions remain consistent with what it claims to stand for, particularly when those actions are tested. This consistency can make or break an organi­sation’s reputation.

Q: Businesses are navigating geo­political tensions and economic uncertainty. How can organisations remain respected while adapting to these external pressures?

A: For organisations today, operating amid geopolitical tensions and economic volati­lity is increasingly part of the business environment. While we cannot control these developments, we can control how we prepare and respond to them. 

For groups such as ours, which operate amid an economically fragmented and highly polarised landscape, the priority is to ­remain proactive – anticipating potential risks, understanding their implications and adapting early where necessary.

However, adaptation should never come at the expense of the values that define us as an organisation. Organisations remain res­pected when they adapt with purpose while continuing to uphold quality, sound gover­nance and stakeholder commitments.

In an uncertain environment, organi­sations need both agility and discipline, as well as a sense of geopolitical fluency. This means closely monitoring external developments, strengthening scenario planning, diver­sifying markets and supply chains, and making carefully considered capital allo­cation decisions. 

For a diversified group such as ours, ope­rating across multiple sectors and geographies provides us with an important degree of resilience. But at the same time, this diversity requires us to understand the realities of each market, remain vigilant to emerging risks and opportunities, and respond sensitively to local expectations.

Innovation and technology will also be critical. Better data, digital systems and stronger organisational capabilities can ­en­able faster, more informed decisions and help us respond to change with greater agi­lity. 

Yet, technology alone will not build trust; it must be integrated with care supported by people with the right skills, strong gover­nance, and a culture that encourages conti­nuous learning and responsible decision making.

We are committed to remaining depend­a­ble through changing circumstances, creating sustainable value without losing sight of the wider impact of our decisions. Trust and respect will follow.

Q: Sustainability has become a core business priority rather than a stand-alone initiative. How do you see res­ponsible business practices influencing corporate respect?

A: Responsible business practices have always been fundamental to corporate credibility, trust and long-term respect, and they are now more important than ever. 

Financial performance remains essential but stakeholders increasingly consider how that performance is achieved: how people are treated, how environmental impacts are managed, how transparently organisations communicate their performance, and whe­ther they contribute meaningfully to the communities and economies in which they operate.

At Aitken Spence, sustainability has evolved over more than two decades. Rather than being treated as a stand-alone initiative, it has long been integrated into strategy, governance and operational decision making – well before sustainability, and environmental, social and corporate governance (ESG) practices became the norm.

For organisations to earn and maintain corporate respect, these principles must translate into tangible commitments, mea­surable outcomes and transparent disclosure. This is reflected in how we embed sustainability commitments into our business practices and auditing frameworks, which hold our business units accountable.

For example, our near term emissions reduction targets were validated by the Science Based Targets initiative (SBTi) during the year, making us the first Sri Lankan conglomerate to achieve this milestone. 

We also continue to strengthen renewable energy, resource efficiency, responsible supply chain practices, sustainability reporting and disaster risk reduction initiatives – all of which help build the resilience of our operations and the communities in which we operate. 

Sustainability reporting, in particular, should not be seen merely as a matter of compliance or awards but a means of demonstrating where impacts arise, how they are managed, and how responsible practices create both value and disaster preparedness. 

Corporate trust is built when organisations genuinely understand and manage their impacts, rather than simply communicate about them. Today, stakeholders can usually recognise the difference and increasingly look beyond statements to assessing whether actions match commitments. It is this authenticity that helps build corporate trust and respect.

All commitments should translate into measurable action. Stakeholders – whether shareholders, investors, business partners or customers – are rightly becoming more discerning and general statements of claimed impact are no longer sufficient. Organi­sations must set clear targets, disclose their progress and be honest about where further improvement is needed. 

Corporate respect grows when sustain­a­bility is not treated as ad hoc CSR, a reporting exercise or a PR campaign but a disciplined, data driven approach with proper auditing frameworks that build stronger, more resilient businesses and create enduring stakeholder value.

Q: Looking ahead, what do you believe will define the next generation of Sri Lanka’s most respected organi­sations?

A: As Sri Lanka aspires to achieve fully developed economy status, respected organisations will be defined by how they combine purposeful leadership, strong performance, communal responsibility and national contribution. 

Sustainability will move beyond corporate social responsibility towards regenerative business models – embedding climate resilience, circularity, resource efficiency and renewable energy while supporting the country’s net zero ambitions by 2050.

A borderless mindset is also essential to connect Sri Lankan talent and capabilities to global value chains. This can drive high va­lue exports, digital services, advanced engineering and specialised manufacturing while strengthening much needed foreign exchange earnings and resilience.

Purposeful leadership will create cultures that connect different generations – offering millennials, Gen Z and Gen Alpha meaningful opportunities for participation, conti­nuous learning and a conscious investment in their potential. 

Expectations will also be higher – demanding financial discipline, innovation, sustainability, integrity, meritocracy and strong governance to underpin corporate res­pect with transparency, accountability and technology enabled compliance. That is how trust is built. 

AI, robotics, automation and data will transform traditional sectors – elevating productivity, competitiveness and inno­vation.

Ultimately, Sri Lanka needs businesses that create employment, build skills, strengthen industries, support foreign exchange and operate responsibly; and which combine purpose with performance, global ambition with local impact and innovation with integrity.