SUNSHINE HOLDINGS
RANK 37
“When we truly connect across differences, we unlock immense potential and create workplaces where people can thrive together”
Group Chief Executive Officer
Q: What guiding vision has helped Sunshine Holdings sustain growth across its diverse sectors amid a rapidly changing economic landscape?
A: As a family owned business, our guiding vision has always stemmed from our founder’s belief in ‘bringing good things to life.’ What began as a commitment to supporting his family gradually expanded to uplifting the community, the city and the nation. This ethos shaped our focus on nation building sectors – from healthcare and consumer goods such as Ceylon tea to agribusiness.
Our purpose has consistently been to provide high quality products and services that improve the lives of Sri Lankans. Given the size of the local economy, diversification became a natural path to growth and we pursued opportunities across multiple sectors guided by this philosophy. It is this enduring vision that continues to sustain and inspire the group today.
Q: As Sri Lanka seeks greater stability, how is the corporate sector sustaining growth despite persistent challenges?
A: The private sector has a crucial role in rebuilding confidence and driving sustainable growth. Sri Lanka has faced repeated challenges over the past two decades. Yet, the resilience of businesses – and that of our people – has remained strong. It is now up to the corporate sector to step forward and lead.
At Sunshine, we remain optimistic about the opportunities ahead and continue to invest for the long term. Even through difficult periods such as the COVID-19 pandemic, we acquired a confectionery business – and later, a pharmaceutical manufacturing company – reinforcing our growth agenda.
The current fiscal stability is encouraging; and if it continues, it will create the right conditions for increased private sector investment in Sri Lanka.
Q: How is your group faring against the backdrop of the prevailing macroeconomic milieu?
A: Global supply chains continue to experience shockwaves – first from COVID-19; and more recently, global tariff and trade disruptions. For Sri Lanka, as well as Sunshine Holdings, this has been especially challenging as many of our sectors rely heavily on international trade.
In tea, we consume less than 10 percent of what we produce – so the livelihood of 1.5 million people depends on a functioning global market. In healthcare, we source products from across the world. We cannot expect a return to the old normal; so adaptation is essential.
We are strengthening local brands and expanding local pharmaceutical manufacturing while remaining open to trade. It is not an either/or choice – Sri Lanka must stay globally competitive; and this also presents new opportunities, particularly in pharma manufacturing.
Q: In your view, how do global business and geopolitical dynamics impact Sri Lankan businesses?
A: Global business and geopolitical shifts – from energy transitions to the rise of AI – are reshaping how companies operate, and Sri Lanka cannot remain isolated if it wants to participate in global growth. At Sunshine, we see digital transformation as essential to navigating these changes especially as supply chain pressures leave no room for inefficiency.
Sri Lankan businesses have shown remarkable resilience; but now, they must compete with a positive, future focussed mindset. Opportunities lie in premiumising Ceylon tea and cinnamon, expanding high value production and elevating tourism.
With stronger government support to ease regulatory barriers, the private sector can fully capitalise on these emerging opportunities.
Q: How can Sri Lanka improve its ease of doing business and competitiveness on the international stage?
A: Improving ease of doing business requires strong collaboration between the government and private sector with competitiveness at the core. Sri Lanka cannot progress by looking inward – we must engage globally, strengthen our education and social systems, and allow businesses to face healthy competition.
Export industries prove that competitiveness drives success, and we can do much more. The government must reduce bureaucratic hurdles; improve regulatory efficiency and accelerate digitalisation to create a more predictable, business friendly environment. With the current focus on digital reform, I am hopeful we will move in the right direction.
Q: How should businesses operating in Sri Lanka nurture enabling organisational cultures to make the most of a diverse workforce?
A: Culture is an organisation’s greatest differentiator – it enables ordinary teams to achieve extraordinary results. But nurturing a culture that empowers a diverse, multigenerational workforce requires conscious change.
Employees today expect transparency, equality and respect, not hierarchy or outdated norms. Leaders must recognise biases, adapt communication styles and create inclusive environments where all voices are valued. This includes supporting first time managers, promoting professional conduct and embracing diversity across roles.
With generational cycles shortening rapidly, we must bridge gaps rather than label one another. When we truly connect across differences, we unlock immense potential and create workplaces where people can thrive together.
Q: How is your group embracing environmental, social and corporate governance (ESG) standards?
A: ESG is now inseparable from how we work and who we are. We aim to build a workplace where values align – prioritising diversity, equity, inclusion, environmental responsibility and authentic leadership. We support different abilities; promote equal opportunity; encourage continuous learning; and ensure our culture reflects responsible, future ready organisational standards.
Telephone 4702416 | Email info@sunshineholdings.lk | Website www.sunshineholdings.lk
