BUSINESS

Ambitious strategy for rubber industry

The five-year growth strategy for the rubber industry unveiled last week by the sectoral task force intends to greatly boost exports and new investments while generating many employment opportunities.

This plan arose from a dialogue between the Ministry of Enterprise Development, Industrial Policy and Investment Promotion and the private sector.

Under this strategy, it is hoped to increase exports of rubber and rubber-based products from US Dollars 200 million to US Dollars 800 million annually at the end of five years. It is also envisaged to increase natural rubber production from the current capacity of 90,000 metric tonnes to 190,000 metric tonnes by 2014, and maintain 200,000 hectares of land under rubber cultivation.

The strategy also intends to increase the average yield of rubber plantations in Sri Lanka.

It is also planned to attract US Dollars 1.8 billion in new investments into the rubber products manufacturing industry and generate a minimum value addition of US Dollars 80 million annually. With regard to employment, it is hoped to provide over 30,000 new jobs in the manufacturing sector and at least 40,000 new jobs in the cultivation sector by 2007.

Secretary to the ministry Ranjith Fernando said that rubber is one of the most important sectors in the economy and thanked the private sector for preparing the five year plan, highlighting issues that require attention and mapping out solutions. "This public-private sector partnership will reap benefits and we pledge ourselves to make the plans and objectives in these plans a reality," he said

A series of studies conducted by various multilateral agencies have recommended that the rubber industry should be developed as a means to economic growth, employment creation and poverty reduction. In fact, Japanese experts recommend positioning the rubber industry to lead Sri Lanka's industrialisation efforts and also identify rubber as the largest competitive advantage of the nation. A few Sri Lankan firms have already reached levels of global competitiveness ( for example, the industrial tire segment holds almost 23% of the global market).

Presenting the five year growth strategy for the rubber industry, Secretary of the Sri Lanka Rubber Cluster, Damitha Dharmasena explained that the Sri Lankan rubber industry composes three interdependent major sectors. "These are the plantation industry including smallholdings, the rubber products manufacturing industry which grew rapidly since the late 1970s, and the rubber wood based industry, an important component to the industry due to the scarcity of forest wood."

He stated that the rubber products manufacturing sector recently emerged as a key contributor to manufacturing exports and the rubber plantation sector provides the vital raw material base for the rubber products sector. Presently, the rubber industry's contribution to export earnings is about 4.5% but there is potential to increase it to 10%. Through the implementation of their growth strategies, the task force aims to achieve this, while capturing 1% of the global market for rubber and rubber products.

Rubber is considered an environmentally-friendly industry which provides renewable resources, and plantations are believed to have the highest bio-diversity among man-made forests. Due to its high ability to sequester carbon from greenhouse gases, rubber also qualifies for carbon trading benefits.

"A concerted, near-term campaign can put in place a foundation of sustained competitiveness in existing and new markets, through concurrent initiatives in a few main areas," said Dharmasena.

 The key elements would include policy reform, supply side strengthening and consolidation, product positioning and an institutional support system. A number of policy reforms would be necessary so that Sri Lanka can take advantage of developments in global markets. A supportive policy framework designed to create an enabling business environment must augment both the rubber products industry and the raw rubber industry and would encompass fiscal, forestry, energy, investment, legal, labour, environment and education policies.

 In view of the growing importance of the value-added rubber products sector in the national economy and the expected shortage of NR globally, supply side strengthening and consolidation, one of the most important initiatives for the Sri Lankan rubber sector is grouped under three main areas, namely raw material, human resources and financing. Product positioning comprises value addition and marketing, which would include the establishment of a Center for Rubber Industry competitiveness (CRIC) and a rubber industry park, a latex crepe rubber repositioning program and one aimed at creating awareness on the proper utilisation of rubber wood to enhance income and maintain profitability at plantation level. The mechanisms of a Society for Rubber Industry, smallholder regional societies and 'Turusaviya' will be implemented under institutional support system.

Leo Burnett bags 15 SLIM awards

Leo Burnett Solutions Inc. won 15 awards including four golds at the SLIM Awards Ceremony held recently. These included the prestigious 'Campaign of the Year' gold award for their 'Odel Unreal' campaign.

The agency also won golds under the categories of Entertainment and Leisure - Print (Majestic Cinema relaunch), Retail - Print (Odel - Passion cricket campaign) and Investment/Insurance/Real Estate - Print (Sri Lanka Insurance Corporation - V class).

Leo Burnett also won five silver awards. These included Retail - Print (Odel Unreal), Social Responsibility - Radio (Education on Taxes, VAT, a Rallying Call), Retail - TV (Odel - Passion), Transnational Advertising - Marcom (Citibank - Red Umbrella) and Promotions - Marcom (KFC Mobile Party Bus promotion).

The agency won six bronze awards under the categories of Investment/Insurance/Real Estate - Print (Colombo Stock Exchange - Ready, Get Set, Go), Retail - Print (Odel - Black & White), Retail - TV (Odel Unreal), Food - Radio (Cargills Magic - You Thrill Me), Food - Radio (Cargills Magic Ice Cream - Pani Rasa) and Retail - Radio (Cargills Food City - Mrs. Selvaratnam).

Managing Director, Leo Burnett, Ranil de Silva said the 'Campaign of the Year' award which they won is generally acknowledged by the ad industry to be the most prestigious. The campaign themed 'Odel Unreal' was recognised as the campaign which demonstrated and stretched the creative concept through a multitude of effective communication channels. The award was given to this agency for their ability to translate a single idea effectively across several media vehicles, whilst enhancing the core of the message.

Other aspects taken into account were the impact of the communications and execution.

 De Silva said this seasonal campaign resulted in their client achieving a massive growth in sales. He stated, "A good campaign should tackle the target audiences with a total communications approach. We need to go beyond the traditional media and strike the right balance of above-the-line as well as below-the-line communication to create an overall impact. Unreal Odel is an excellent example of this."

According to him, winning the award was possible because of the excellent partnership with their client.

De Silva also said it shows the agency's capability to look beyond traditional advertising. He added that they used several new media tools including interactive media, PR, in-store promotion, relationship marketing and outdoor advertising as well as the conventional modes of press, radio and TV advertising.

Leo Burnett, which has been in existence for only three years, also won the 'Campaign of the Year' gold in 2000 for the Odel 'No Limits' campaign and the bronze for the 'Full Stop for Cancer' campaign in 2001. The agency has won a total of 40 SLIM awards thus far.

De Silva said, "Our philosophy is to drive the quality of our work and win strong partnerships." He pointed out that they won awards for a cross-section of their work, revealing the quality of their relationship with clients while paying tribute to their team of professionals.

He said that before a campaign is developed, the agency considers the entire strategic approach and lays emphasis on understanding the brand and competition.

De Silva said their vision is to be recognised for their creative product outside Sri Lanka. He noted that Leo Burnett was the only company in Sri Lanka to be featured in the book How Asia Advertises (authored by cutting-edge guru Jim Aitchison) for their work for the Sri Lanka Army.

The agency's Odel White TV commercial received a special commendation last year at the London Summer Festival. They also placed four entries for the Asia Advertising Festival in Pataya, Thailand.

De Silva emphasizes on quality rather than quantity. "I don't want this business to get bigger, but I want it to get better," he says.

He stresses that they have a reputation to surpass, and the only way to go forward is by building partnerships with clients, strengthening and developing the team and their skills, and producing good work that will deliver good results.

Grants bags highest number
of awards at SLIM 2003

Grant McCann-Erickson recreated history at the Sri Lanka Institute of Marketing (SLIM) awards last week when they were named 'Agency of the Year.'

They established their position as the leader in the industry at the glittering ceremony held at the Sri Lanka Exhibition and Convention Centre on March 1.

Grants bagged 15 gold awards - the highest number to be won by an agency at SLIM awards. The awards included 'Creative Excellence' and the 'Creative Grave Yard' gold award for the best creative work that was produced but not published.

With the highest number of the best quality awards to their name, Grants went all the way to win the prestigious 'Agency of the Year' award.

For the third year running, Grants has created history at the SLIM Awards.

Last year they won all four top awards including 'Campaign of the Year,' becoming the single agency ever to bag all four prestigious awards - 'Campaign of the Year,' 'Print Campaign of the Year,' 'Radio Commercial of the Year' and 'TV Commercial of the Year.'

This year, Grant McCann-Erickson undoubtedly became number one in creative excellence when they not only won the most number of awards but the most number of golds. Grants won a total of 25 awards including 15 golds, four silvers and five bronzes.

Winning advertisements included those created for SriLankan Airlines, Marmite, Swarna Mahal, Volkswagen, Mobitel, Nestle, Colombo Jewellery Stores and Mast Lanka.

Managing Director, Neela Marikkar said, "This year's performance clearly demonstrated us as the creative leader. Our performance at the SLIM awards just keeps getting better and better each year. My agency has never failed to amaze me. I am proud of this unique achievement. We have recreated history. This was possible due to excellent teamwork and strong client-agency partnership that Grants has always been proud of. We have as our mission, the goal of maintaining our position as the professional quality leader not only in advertising but also in all of the marketing and communications disciplines so essential to our clients' future growth."

Echoing the sentiment, Chief Operating Officer, Laila Gunesekera said, "The creative, client servicing and the media teams work hand-in-hand to provide the best ideas and service to clients. We think creative in every aspect of our work. Not just in designing winning campaigns, but also in the way we interact with our clients, our people, the media, the list can go on. In fact our credo now is 'think creative.'"

"The awards are as also a tribute to the vision, the passion and the faith our clients place in our hands. It is about creating winning brands together. It has been a glorious SLIM 2003. However, it also means that we have to work harder and continue to better ourselves in the quest for excellence," said Neela Marikkar.

Grant McCann-Erickson will be completing 45 years of operation on April 1. It is completely rooted in the McCann-Erickson worldwide culture with a simple and highly focussed core mission - to create advertising that is most effective in influencing people and selling products.

Grant Advertising entered into a strategic alliance with McCann-Erickson in 1993, marking an important milestone in Sri Lanka's advertising history.

McCann-Erickson worldwide has operations in 131 countries and is the number one agency in 45 countries. The US based Adweek  magazine has named it agency of the world for three consecutive years.

Tiles that move with the times

By Ranee Mohamed

IT IS a pity that you have to put these things on the floor, but Assistant General Manager (Marketing), Lanka Tiles, Palitha Gunaratne insists that that is exactly where they belong.

Worse still, some people prefer to hide these marvellous blocks of natural colour in their bathrooms. But the fact is that today people use tiles everywhere, even on their roofs.

The colours and quality of Lanka Tiles makes them ready material for one's bedroom, living room, pantry, in a quiet spot in one's garden, or wherever you would like them to be.

These are tiles that truly move with the times, and what they are doing is not moving too fast, but taking a natural progression, slowly with natural colours and ranges, yet being firm about the quality of the product.

The Lanka Tiles showroom at W.A.D. Ramanayake Mawatha can truly floor you. Tiles that are both classy and glossy, matt, rustic and so close to nature are all Sri Lanka's very own creations.

But being made in Sri Lanka does not mean that they are confined to within walls in Sri Lanka itself. Lanka Tiles are being sent to countries such as USA, Singapore, Malaysia and India.

Lanka Tiles have also made their way to Australia, New Zealand and UK and into the innermost corners of subways in huge cities. Thus it is not surprising that Lanka Tiles has continuously won awards by the SLIA year after year. The most recent awards were the merit award for the product and the best tone award.

Even today as the research and development department of Lanka Tiles continue to improve the product and make it an even finer block of wonder, Lanka Tiles itself is not remained glued to Lankan ground, but has gone the world over.

Last year, Lanka Tiles had their own stall in Orlando, Florida where countless people who love the luxuries of life were enthralled by the subtle finish of this product. This year too, there will be a stall by Lanka Tiles in Florida.

"Unless people turn it and look at the back of the tile, it is impossible for anyone anywhere in the world to say whether these tiles are made in Italy, USA or Sri Lanka," said Gunaratne, while Sales Manager Shirley Mahendra nodded in agreement.

"We concentrate on the quality of the product," the duo pointed out.

"Tiles add glamour, decorate your floor, are hygienic and improve the standard of living," explained Gunaratne. Palitha Gunaratne's confidence about this product is comforting to us Sri Lankans because he stresses on the fact that if there is a complaint to be made or a request, Lanka Tiles is always there to help its customers.

"Our staff works very hard and our marketing, financial, technical and every other branch works as a team," said Gunaratne. "Our specialty is quality. We maintain an international quality standard. Our customers cannot complain that our tiles have wasted, but whatever their complaints may be, we are at their service. We are a ISO 9000 certified company and for us our quality and our customers are priorities," said Gunaratne.

Palitha also explained that they have tiles in basic colours as black, white, brown and red. These are called the traditional range.

In addition, Lanka Tiles also boasts of a rustic finish and has developed a cotto range in keeping with international standards. These are brownish and greenish and close to nature. Floor tiles were earlier used only in the toilet, then from the pantry area it ventured into the living area and now into the bedroom, pool deck, rooms lobby.

"We reject the idea that tiles should be used only in the toilet," stressed Gunaratne.

The cotto range blends in naturally with antique type furniture, dark type, modern type - whatever it may be.

Gunaratne also said that if one does not like the tiles in one's house, one can lay a fresh layer of tiles on top of the already existing tiles, but one has to cut the door a little bit.

Gunaratne who has been dealing with tiles for 15 years, is not wrong when he stresses on  the beauty and the convenience that Lanka Tiles promises. But what is more important is the quality on which Gunaratne stresses.

Tiles have made their way into almost every house in this country. But selecting the correct product is of importance because it seems like a choice for a lifetime. And Lanka Tiles, with its promise of quality, with its easy access and with its ready availability and with people like Palitha Gunaratne at one's service, obviously seems to be the best choice.

United Motors achieves highest
ever turnover

United Motors Lanka Ltd. has announced that they have during the first nine months of the current financial year achieved the highest ever turnover in the history of the company. Group turnover of Rs. 1,981 million for the first nine months reflected a further growth of 77.9% over the last financial year.

Nearing the Rs. 2 billion mark for the first time in the history of the company has been possible due to the bold steps taken by UMLL's management to expand its marketing activities that led to the achievement of this significant increase in sales and winning the confidence of the business community.

The group profit after tax of Rs. 80.6 million reflected a significant increase of 76.9% from the results of the first nine months of 2001/02.

United Motors is known as the leading importer of brand new vehicles to the country and is the sole agent for Mitsubishi vehicles, genuine parts and accessories. It has been maintaining market leadership position in the brand new Japanese market segment for well over a decade.

Although year 2002 saw a reduction in vehicle sales in general, United Motors adopted several strategies to overcome the challenges.

Managing Director, UMLL, Anil Wijesinghe credits the team effort of the staff and the significant improvement in the after sales services rendered by UMLL as being the major factors behind this achievement.

According to Wijesinghe, UMLL's new strategy rests mainly on its customer oriented approach. "I believe that the basic ingredient of success lies in the company's confidence to market a product" he says.

He believes that merely selling a vehicle as a commodity is not enough - it must be seen as a service that would enable one to be carried from point A to point B or to transport goods from one point to another.

"To us at United Motors, the emphasis is on building a company that meets the needs of the transportation business - we are not just in the vehicle selling business. We have one of the best workshops in Colombo and a comprehensive range of Mitsubishi vehicles to match a wide range of customer needs. We are fine turned to the needs of the customer," Wijesinghe stresses.

In a competitive market such as the automobile industry, Wijesinghe believes that innovative marketing strategies will help them to achieve sustainable growth. He also lays emphasis on customer loyalty in all aspects of vehicle sales.

"We plan to delight our present customer whilst vying for new customers with a new corporate image, which keeps track of the new trends. We are today being seen as a dynamic company, no longer the semi government organisation we were a long time ago," says Wijesinghe.

UMLL's ability to record growth against adverse economic environment conditions have turned UMLL around into a powerhouse of enthusiastic employees, satisfied customers and products that exceed expectations. "We are totally and absolutely customer focused in everything we do," he says.

"We want to achieve 100% customer satisfaction, having met all of the customer requirements. We believe in identifying customer needs in transportation, fulfilling them is our priority."

Wijesinghe's words ring with the dynamism and commitment UMLL has shown during the past year. Amongst changes have been innovative product diversifications, which have meant value addition and a wider playing field for the customer.

One of these is an innovative vehicle exchange process, where a customer can bring his/her used vehicle, trade it in and either drive away in a brand new Mitsubishi vehicle or purchase a model newer than his vehicle and the cost of the new vehicle after having paid the difference between the value of his/her vehicle and the cost of the new vehicle.

In addition to introducing a unique buy back scheme that has virtually added a new dimension to the industry, UMLL has been active in the market place.

This year the Mitsubishi Montero (petrol version) was launched, together with top end products such as the Montero Sport, Luxury Lancer and a few more to make their appearance before the year is out, thus enhancing the product range.

UMLL is the only automobile company in Sri Lanka that has the range that could cater to any vehicle segment.

UMLL sales staff concentrate more on personal selling and cater not only to the private sector but to the public sector as well. The company also offers many buying options. With the increase in trends to outsource vehicle requirements in preference to purchase, the company has tailor made hiring options that would facilitate customers to drive off in the latest models with no hassles of maintenance.

Spread over seven acres at Orugodawatte, gate way to the city of colombo, is situated the United Motors workshop complex. It is manned by trained service personnel and is equipped with high tech facilities which provide support and strengthen reliable maintenance and repair services.

These support services include an engine room repair facility, air condition repair shop, electrical repair shop, injection pump room, tinker shop, body jig, chassis repair shop, spot wielding mig plant, machine and production workshop which carries out drum and phasing and a fully heat and atmospheric controlled paint booth, among others.

The company in addition to its spare parts outlets located at Hyde Park and Orugodawatte has also opened up branches in Panchikawatte, Nugegoda, Kurunegala and Ratnapura to facilitate customers to purchase Mitsubishi genuine parts and accessories at convenient locations. Mitsubishi genuine parts are also available island-wide through a network of appointed dealers.

In keeping with its mission to become the transport solutions provider to all sectors of society UMLL has taken another step forward and is opening up the UniMo Auto World, based on the concept of offering all vehicle-related services under one roof.

UMLL has also launched a 24-hour customer care hotline service to enable its customers to call in any time if they do require assistance with regard to any service offered by the company.

The company will also in the near future launch a 24-hour mobile service unit that would help out customers in the case of emergencies as well as breakdowns. This service will be open to all Mitsubishi vehicle owners.

Business confidence in balance

The March edition of the LMD-ACNielsen Business Confidence Index (BCI) indicates that business people continue to hedge their bets, as far as the outlook for business is concerned.

LMD notes that the BCI has moved within a relatively narrow range of 162 and 178 in the last six months. Last month, the BCI edged up a mere three points, to 175. The level of confidence measured by the ACNielsen survey in September last year was 171. In December 2002, the index stood at a five-year high of 178.

The short term, in particular, is still being viewed with some anxiety by the business community. Only 56% of those polled think that business (or sales volumes) "will get better in the next three months." In the last three months, between 55 and 58% of respondents expressed similar sentiments.

Interestingly, a significant 80% of those who are expecting better times in the short term believe that their own initiatives, rather than macro issues - such as a lasting peace or government policies - will deliver healthy corporate results.

As for the economy in the longer term, some two-thirds now expect the economy to improve in the next 12 months, whereas only 62 said so four months ago. Conversely, the proportion of senior executives who feel that the economy will neither improve nor get worse in the year ahead has dropped by 5% since November last year.

LMD concludes that the direction of the BCI will continue to be driven by what transpires at the negotiating table and, perhaps beyond it - in a topsy-turvy parliament, in the highly-sensitive 'ceasefire zones,' and in the potential Iraqi war zone.

FSLBC delegation visits Sri Lanka

The third business delegation organised by the Franco-Sri Lankan Business Council (FSLBC) visited Sri Lanka from February 17 to 21 . This visit was also supported by the Chamber of Small and Medium-Sized Industries of the Rhone-Alpes region (CGPME). The CGPME signed an agreement with CCC in November 2000 where, amongst other areas of cooperation, both chambers agreed to organise visits of business delegations in  order to promote commercial linkages.

Speaking at the press conference organised at the Galadari Hotel, President, FSLBC, Tima Lazarus stated that the platform created by the FSLBC in Sri Lanka is now being used by the Rhone-Alpes region as the base for commercial activity in the subcontinent and the Rhone-Alpes region for entry into France and Southern Europe.

Director (International Relations), CGMPE, Jonny Sore also noted that the business friendly environment in Sri Lanka is instrumental in promoting commercial exchanges. However, it is time to implement some of the projects that have been started. The role of the CGPME is to facilitate commercial linkages and provide assistance whenever required.

Lazarus also highlighted some of the activities in which FSLBC have been actively involved. These included;

 Organising a Sri Lankan promotion on France's number one television station (TFI) to sell gems and sapphire rings on television. In partnership with the Sri Lankan Tourist Board in Paris, who offered a holiday in Sri Lanka for two people and Qatar Airways (two tickets to Colombo), TFI programmed a contest from February 24 to March 1, using. Sri Lanka as the theme, which will provide two trips to the winners.

 Implementing with the Alliance Francaise in Colombo, a special language module for the Sri Lankan business community to facilitate communication when visiting Francophone regions.

 Promoting the concept of an exclusive industrial zone for Francophone / European investors in Sri Lanka, where the marketing and placement of companies would be done in Europe and these companies would establish operations in a zone, designed constructed and managed by a joint Franco-Sri Lankan consortium. To this end, the company European Industrial Service is in extensive discussions with the Board of Investment of Sri Lanka and other government agencies to make this a reality before the end of the year.

He also added that companies on this visit have been able to establish contacts with their Sri Lankan counterparts in order to promote trade between both countries and three companies will be opening branches in Sri Lanka as they feel that their commercial presence is warranted in order to foster closer business ties. On this visit, members of the delegation have met with leading Sri Lankan companies as well as being received by the Minister of Commerce and Consumer Affairs, Ravi Karunanayake and Minister of Employment and Labour, Mahinda Samarasinghe.

CTC sets new standards

CTC recently underwent a comprehensive audit by Det Norske Veritas (DNV) Norway to verify its ISO 9001/14001 quality and environmental management systems. DNV found the systems to be effective and recommended for certification.

"This landmark can  only be achieved by rigorous preparation and dedication by all employees and the commitment at all levels," said Operations Director, Ahmed Zeb.

He added, "at CTC our emphasis is on continuous improvement, and significantly enhancing our overall performance. While the ISO integrated certification has been a constant objective, reaching that goal represents a beginning rather than an end of our efforts." An integrated ISO 9001/14001 management system results in the simultaneous achievement of both quality and the environmental standards.

GSM technology fills vital need

Dialog GSM took the telecom world by storm when it won a third consecutive award at the recently concluded GSM World Congress in Cannes, France. The first operator in the world to win three awards in succession, this year's award was for the company's use of SMS in emergency situations - the SMS-based donor management alert/donor management service.

The company walked away with the international award for the best use of 'Wireless Innovation for Emergency Situations' beating operators around the world with their effective use of technology to fill a vital need.

Dialog's use of SMS to recruit and recall blood donors in collaboration with the National Blood Transfusion Service was acclaimed by judges as "a novel way of using existing technology to counter a wide-spread public health problem."

"Out of 700 to 800 members, there are only nine awards - the pinnacle of achievement for operators. The only company to win three wards in succession the world over, this year's award was for our SMS-based donor management alert/donor management service, which was a simple idea that came from customers, said CEO, Dialog GSM, Dr. Hans Wijayasuriya.

It was an idea that came from customers during the time dengue was prevalent, explained Dr. Wijayasuriya. "This gave us the idea of taking it to a national level. It was a simple idea but the technology behind it is not simple. Its complexity and reliability took us a long way."

"A small operator in international standards, we made a difference and used technology to do it. We now have a product that is of international standard and we hope it will be used by other operators across the world to make a difference," he said.

Dialog was short-listed along with three telecom operators from France, Turkey and Czechoslovakia in the 'Wireless Innovation for Emergency Situations' category, but was a unanimous choice of the judges.

Blood donation is an important activity and Dialog GSM hopes to have a very active donor community within one year. A very successful initiative by Dialog, the SMS blood appeal, matching and donor management application even received recognition from the World Health Organisation.

Launched in June 2002, Dialog joined hands with the National Blood Transfusion Service (NBTS) to develop the 'SMS Blood Donor Community Application,' which enables mobile users to register as blood donors via SMS. Emergency blood requests via SMS prompts the application to match against donors and generate 'Blood Donation Alerts.'

"This was the second instance in which Dialog used SMS for emergency situations. The next step was to deploy SMS technology at national levels in conjunction with the National Blood Transfusion Service along with endorsement by the World Bank."

Even if the person is not a mobile user and has the need for blood, they can visit the Dialog website and the user base will be informed through SMS, explained Dr. Wijayasuriya.

The first award for the telecommunications giant was in 2001 for the Changed Trust Fund - a community trust fund where the operator matched the customer's contribution. The second award was in 2002 for SMS 112, which enabled hearing and speech impaired people to make emergency calls using SMS.

The company began operations in 1995 with a 300 strong base and the only services provided were taking and receiving calls. Today Dialog has over half a million subscribers with over 70 value added products. A fully owned subsidiary of Telekom Malaysia, Dialog GSM is an ISO 9001 certified company.

Kotelawela plans to stimulate economy

On being appointed as Chairman, North Western Economic Development Commission and the Central Economic Development Commission, Deshamanya Lalith Kotelawela expressed his visions at a media conference recently.

Having been given the task of overlooking the Wayamba, North Western and Central Province, Deshamanya Kotelawela's plan is to stimulate the economy that has been a vision close to his heart.

According to Kotelawela, the late Upali Wijewardene's policy was to bring in foreign investors, open factories and develop the export market. "Wijewardene's idea was of an open industry where many job opportunities would be available," Kotelawela said.

According to Kotelawela, India, China, Bangladesh and Vietnam had closed economies, thereby banning all imports to their countries. The vision of the late J.R. Jayawardene was to make use of this opportunity thereby starting the economic growth of Sri Lanka with an open industry.

"The plan of late Jayawardene worked and Sri Lanka became a bigger market even to India. Now is the time for us to think of new strategies in the millennium," Kotelawela said.

With the powers invested in him, Kotelawela plans to look into the needs of the unemployed in rural areas. "We have to bring these people out of poverty by helping them to build good houses, living standards and health issues. This is the best way to make our country grow," Kotelawela said.

According to Kotelawela the best way to approach such a project is by starting right at the bottom. "I do not believe that if the rich become richer the poor will get richer too. If the rich get richer they will continue to become richer while the poor become poorer. Therefore I plan to start with the poorest of the poor in Wayamba and the Central provinces," Kotelawela said.

According to Kotelawela, he has the people and resources to get the job done. "I feel I'm very lucky to have the necessary equipment to get the job done," he said.

"The farming community is another highly neglected area. I therefore hope to organise the farmers to make them in time one of the major forces in the country," Kotelawela said. Where foreign investment is concerned, he  hopes to start joint ventures where foreigners can come in and invest in the country.

"However, if foreigners want to invest in our country by themselves, I would ask them how will Sri Lanka benefit in this venture? If there is employment, foreign exchange and development as a result of this venture, then I will be happy. However, if there is no benefit for the people of Sri Lanka I will not welcome such foreign investments," Kotelawela said.

With this policy in place, he hopes to attract trading in-house, funds for venture capital and for talented youth who pass out from universities. Developing education for the migrant worker and exploring the possibility of skilled labour such as carpentry is also part of the plan.

"When a project comes for approval, I will try my very best to have it approved or disapproved within seven days. I know this won't be easy as we will have to face many difficulties in the process. But we were successful in passing one project on March 11 within two hours," Kotelawela said.

According to Kotelawela, his team will go as far as checking on the accommodation and welfare of their investors to make them feel comfortable and welcome in Sri Lanka.

In Kandy and Kurunegala these projects will get underway on March 19. "However, as we feel the government will be burdened if we were to ask them for funds we hope to raise the money on our own," he added.

Dialog Global heralds new era of international telecommunications

With the launch of an international gateway operation under its latest power brand Dialog Global, MTN Networks became the first telecommunications operator in Sri Lanka to signal a new era in international telecommunications services pricing.

Dialog Global made a strong entry into the international services segment, just a day after the long expected liberalisation of the sector with the introduction of an international calling card with wide distribution. The launching of the calling card was in tandem with the slashing of international calling rates on its long established sister operation Dialog GSM, the island's largest cellular operator.

The Dialog Global calling card provides convenient prepaid access to international services through any fixed or mobile phone to over one hundred countries at unprecedented call rates, beginning at Rs. 25 per minute charged in per-second blocks.

Dialog Global is backed by the global network of Telekom Malaysia, the parent company of MTN Networks. Telekom Malaysia is today one of the largest foreign investors in the infrastructure sector in Sri lanka.

With direct access to the vast broadband facilities of Telekom Malaysia of which MTN Networks is a fully owned subsidiary, users of the Dialog Global account will have instant and crystal clear voice quality calls to all corners of the world.

Dialog Global account cards have the unique feature of being rechargeable using KIT and SARU pin cards and are available throughout the Dialog (KIT and SARU) distribution network.

Dialog Global is set to change the face of international telecommunications in the same manner Dialog GSM revolutionised the mobile communications sector in the country.

Dialog internet and Dialog SAT are the other telecommunication services provided by MTN Networks - winner of the national quality award in the large scale service sector in 2001, and the region's first ISO 9001 certified telecommunications operator.

Hotline service for aggrieved consumers

keeping in mind the consumer's welfare, the Ministry of Commerce and Consumer Affairs has instructed every business establishment to provide a hotline for all aggrieved consumers.

According to Commerce and Consumer Affairs Minister, Ravi Karunanayake, it is about time that consumers are given a speedier method to address their grievances. The consumer needs to have easy access and inexpensive facilities to obtain relief or redress within a short period of time. The relief may be with regard to the sale of substandard articles, defective articles, a sale above the marked price or any other infringement of a consumer's right. "It has therefore been proposed that all establishments provide the facility of a hotline service and also indicate a contact number, or a person to contact in the bill or invoice issued to the buyer," Karunanayake said.

According to him, even though the provisions in Section 10(i)(ii) of the Consumer Affairs Authority Act can be invoked for this purpose by the authority, by issuing a direction as a first step, it is desirable to make a request to the trade and industry by the ministry through the media. This request to the trade and industry is expected to take place on World Consumer Day which falls on March 15. The Consumer Affairs Authority when established is expected to provide a hotline for this purpose, which will also include other facilities to be provided under the act.

Ncar Travels and Tours committed to service quality

The travel industry suffered heavy blows in the recent past. The July 24 and September 11 attacks stunned the world and as a result, people were reluctant to venture into other countries.

Recovery was long and difficult for those in the travel trade with many companies resorting to various tactics, some of them unethical, in their efforts to stay afloat.

One of the leading travel agents and tour operators in Sri Lanka, Ncar Travels and Tours Limited, however, has not only managed to stay open, it has also stayed afloat and made profits by setting great value on quality and professionalism.

Although there was a downturn in business, and the entire industry suffered the consequences of the disaster, Ncar maintained their service quality during this period by even going to the extent of investing over Rs. 1 million in a service quality enhancement programme for the entire staff , conducted by a leading training company, 3rd Wave Consulting Pvt Ltd. "We are committed to service quality at all times," said Director/ General Manager, Maurice Foenander.

The Market Development Programme (MDP), which controlled the discounting levels of air fares, was withdrawn through a collective decision. Due to this withdrawal, most agents started discounting below the stipulated levels which resulted in some of the agents even closing down their companies in the past year. Some of the agents extended uncontrolled credit for a period far over and above that one could retain.

"By sticking to the minimum discounting levels, we lost about 15% of the market share. However, some companies who gained about a 30% increase in the market share, still didn't make profits due to unethical practices of dumping fares," said Foenander.

"In spite of the bad patch we all faced, we managed to show profits in November / December 2002."

Ncar belongs to a diversified group of companies, namely, Devagiri Group (plantation sector), Hotel Club Lanka, Ncar Freight & Trading and the latest addition to the group Ncar Skyclan with its appointment as general sales agent for Pakistan International Airlines in Sri Lanka.

The services at Ncar covers from offering competitive air fares to any part of the world, a choice of hotels both local and overseas, issuance of travelers cheques and travel insurance, assistance with visa formalities and airport transfers, all making it happen under one roof.

At Ncar, not only is your ticket delivered to your doorstep, in-house ticket stocks ensure that no delays occur. Ncar is also proud to be one of the preferred sales agents for Star Cruises, the leading cruise line in Asia Pacific.

The company also handles a large volume of inbound tourist from Eastern and Western Europe, Middle East, Far East and the SAARC region. The company's outbound holiday department has a comprehensive range of packages to suit the discerning traveler to Bangkok, Singapore, Malaysia, Jakarta, Hong Kong, Egypt, Kenya, India, Dubai, Maldives and to any part of Europe.

"Offering our clients a personalised service through dedication, expertise and total commitment at a cost effective price is what we strive for at Ncar," says Foenander.

Peace - a sine qua non for growth

"The importance of the peace process is beyond question. The Prime Minister is an experienced politician. He has been around for over 25 years. He has learnt a lot from being in politics for such a long time. He is patient and has gained the confidence of the international community. The international community is backing the peace process. I truly believe that the majority of Sri Lankans are backing the process. There are few disgruntled people who see that their agendas are being destroyed as a result of the peace process. These are a vociferous lot who are a minority and we should not allow them to dictate the agenda. If the peace process is successful, everything else will fall into place," said Employment and Labour Minister, Mahinda Samarasinghe in an interview with Dinesh Weerakkody. Following are excerpts:

Q: TO begin, the government has at last accepted the need to restructure the Labour Ministry and Labour Department. In fact, the private sector has made submissions on this issue several times on the basis that labour administration is not an island in itself and that it must fit into the mosaic designed for the development of the country. In this context, what are the radical changes you have brought about?

A: We have embarked on several labour reforms on the legislative side. In addition, we have started a major restructuring program within the Labour Department with the assistance of the International Labour Organisation (ILO) and financed by the Asian Development Bank. This involves training, retraining and using modern technology in the course of discharging labour officers' responsibilities and labour commissioners' inquiries, etc.

Also exposure of our personnel to international situations has taken place so that they can learn from situations occurring abroad and how to handle their duties. I have also taken a decision to promote women into more senior positions in the Labour Department. I found that there was a major male dominance within the labour department with a very significant absence of females at the higher levels.

In the course of taking that decision, I've committed myself to exposing our women labour officers, especially those women assistant labour commissioners, to international forums and international situations so that they can gain more self-confidence. This would ultimately be reflected in the discharge of their duties.

We have placed them in intensified training programs so that they can update themselves. Once again they can use the knowledge as a motivation factor when it comes to discharging their responsibilities. We have also ensured that there is a second, third and fourth rung consciously cultivated in the Labour Department.

I felt very embarrassed because I had to go to cabinet every time someone reached 60 years since the labour commissioner would come to me saying that we didn't have anyone to replace these seniors, so we needed to obtain a cabinet paper and get an extension for them. This was something I could not accept. I felt that there must be a succession line and a smooth transition.

At that time, we did not have the trained people and were not prepared, but now we have consciously put in place a strategy to have that kind of succession. I would also like to add that the Labour Department is getting the best out of the experiences shared by the private sector.

The Labour Department was a very closed, parochial outfit. Although it represented both the social partners, there was a feeling especially among the employers that it was biased towards labor. This mentality of protecting the employees may have been inculcated in their minds when they started training at the very outset.

Naturally, when they started discharging their responsibilities, they looked at the employers in a very suspicious manner. They felt that these were the big people who are making millions of rupees and trying to trample the smaller people, so it is their duty to protect these small people. They started looking at things subjectively so there was no objective evaluation of situations, and as a result there was no justice.

I have made it a point to expose them into private sector work cultures and ethics so that they can learn from the best experiences of the private sector and reflect that in their own work. We're looking at major changes, and all in a very systematic manner.

The consultancy aspect has been given to international experts as well as Sri Lankan experts. These people know the local culture, social values and what we stand for, so that as much as we want to learn from international experiences, we would be factoring in the Sri Lankan experiences also, thereby ensuring that what we come out with is something that best suits our country.

The ministry has embarked on a similar restructuring program. I have regular meetings with my staff officers, which was never present in the past. Discussions, sometimes taking as long as five hours occur in the presence of secretaries and administrative people so that immediate decisions may be taken to relieve the problems.

We have a set agenda circulated and the divisional heads come to me with any problems or proposals. We make decisions and follow it up. I feel I have made important changes in the last one year and the feedback we're receiving from both our social partners is positive. Even at the NLC, both trade union leaders and chamber representatives have been making open statements saying that there is a change for the better in the Labour Department.

I'm also very keen on transparency and accountability being brought into all our work. We have given effect to both these principles by insisting on our officers showing accountability for the responsibilities they undertake. When they deal with the public, we have insisted that all our officers must wear a badge with their name on it. I myself wear one.

This ministry has a lot of contact with ordinary people and there are complaints that have arrived at my desk about various misdeeds, corruption, abuse of power, etc conducted by members of my ministry. The victims have not been able to identify those people who have engaged in such activities. By having their names displayed, we give the opportunity for the public, if they wish to make a complaint, to make it by name. That is just one example of the transparency we have shown.

Q: Moving on, tell us what JobsNet is all about and what do you hope to achieve?

A: The JobsNet programme is a historic one in the context of putting in place a long-term, sustainable apparatus based on the principle of meritocracy, so that any young person or anyone unemployed can go to a JobsNet office and register themselves. It is also historic in the sense that this is the first national policy, which is being embarked on with a public-private sector partnership.

The management of the JobsNet offices has been given to the Chamber of Commerce. The personnel in the offices are our personnel who were in the system, there have been no new recruits. These were graduates who were doing this kind of work before, but not in a systematic way. We have nevertheless used them because they have had the exposure to this kind of work.

However, they have been retrained in the way we want the JobsNet offices to function.For example, prior to opening the Agalawatte office, we had about 150 graduates in the Labour Department and they were taken in. I did not know their backgrounds or what political party they belonged to. These were intelligent people who had graduated with extremely good results.

We engaged the ILO and got them to train these people by bringing down experts who had worked in this type of employment sourcing and delivery systems in other parts of the world. They were given an intensified training then put into the offices. We have started the Agalawatte JobsNet office and I am told that approximately 1,000 young people come there to use the services.

Services include filling applications, job counseling, career guidance programs, self employment advice, young people being put in touch with banks and people being given advice on how to start a new business. Depending on the qualifications of people and the availability of jobs in the labour market, if a match is made, that youngster is sent to that particular enterprise so that he/she may be interviewed.

Q: The government has identified the need to free the labour market of rigidities for the sake of competition. I think it is time our legislators and unions stopped looking at Sri Lanka in isolation and looked at it as a tiny fish struggling in the mighty ocean, with mightier fish waiting for the same decreasing morsels which we are eyeing. However, dismantling of the Termination Act cannot come overnight. The first step should be to concurrently introduce a scheme for payment of compensation and a social security benefit for those affected. What progress has the government made in respect of labour reforms?

A: With the labour reforms being implemented, we have promised the working class of this country that there will be a strong safety net in place as is the case in many other countries. The Prime Minister has accepted this. I was entrusted with the task of developing the safety net. I asked the ILO to help us with the preparation.

For the last four months, we've been working on the safety net with international experts coming into Sri Lanka and working with our people. I am proud to say that the report was handed to me recently. We're calling it the Unemployment Protection Scheme and there are six options, which have been suggested by these experts. I have sent the report to the Prime Minister so that he can familiarise himself with the contents of the report and I look forward to discussing the various proposals made by these experts with him.

Of course, the final decision lies with cabinet as to what kind of proposal we will go for, but I have undertaken that by the end of April, we will ensure that the safety net will be in place so that the new labour reforms can also be implemented. This has to go hand in hand.

Of course the labour reforms involve not only the time limits of the input on labour tribunal, arbitration and labour commissioners' orders, it is the first time that a clear formula for compensation has been introduced.

It was a disincentive to investors to come to Sri Lanka because we were not as competitive as far as our labour laws were concerned. Other countries in the region such as India, Pakistan and Bangladesh have a clearly stated formula. The formula is important because employers should know how much it is going to cost them when they take restructuring decisions. Employees must know how much they're going to receive.

There was complete unpredictability and both parties were really prisoners of the system. There were protracted negotiations, which were very costly for both sides, and it affected our competitiveness as a country. This was an essential amendment for us to regain our competitiveness, which is in place now. Of course the composition or formula itself is still under discussion. But my hope is that all this will be completed by the end of April. Therefore by May, we can implement all this together.

Q: Moving on, a pre-emptive strike against Iraq by US forces could cause economic havoc in the Middle East. Are we ready for any contingency?

A: My sincere hope is that there won't be a war. However, the impact will be considerable if there is a war. Obviously it all depends on the magnitude of the attack. If it is only restricted to Iraq then our presence in Iraq as far as our foreign workers are concerned is minimum. We have less than 1,000 workers and almost all of them are illegal workers, people who have crossed the border from either Kuwait or Saudi Arabia.

We have no record of them but we know from various sources that the number is under 1,000. We're making efforts in tracing the people and seeing how we can help them in case of a war breaking out.

But what I'm most worried about as far as our migrant workers are concerned is if there is an attack on Kuwait or Saudi Arabia. It may not be the case that Iraq is going to turn against Kuwait or Saudi Arabia, but if these two countries are used as a base and launching pad by those who attack Iraq, then naturally the guns will also be aimed at these two countries, and that will be a considerable problem.

We have approximately 350,000 workers in Saudi Arabia and about 250,000 workers in Kuwait. It would be a huge blow for us because large numbers will have to be evacuated if the war is widespread. Of course these people will return to Sri Lanka and our economy is not in a position to absorb them at the moment. In addition, sudden departure means they may not be able to bring back with them the money they have earned.

Of course if those two countries are affected, then the Gulf region will be affected whereby oil prices are going to shoot up, investment to other Gulf countries will decrease significantly and the attention will be focused on defending themselves. Then if the economies of the other Gulf countries are affected, the citizens of those countries will not be able to continue to employ overseas workers, therefore our migrant workers will be unemployed.

Q: We all know Middle East remittances are Sri Lanka's number one foreign exchange earner. What is your ministry doing at a strategic level to secure new employment opportunities, to retain existing markets and also to improve the facilities afforded to our migrant workers?

A: We have embarked on an intensified program of negotiating bilateral agreements with these countries. That is the only way we can put in place a long-term solution to the problems faced by our people. The bilateral agreements will offer them greater protection because the laws of those countries will apply to our people as well. The Qatar and Jordanian governments have already looked at a draft we have sent them.

On my recent visit to Saudi Arabia I signed a MoU with the private foreign employment agents operating out of Saudi Arabia, that is Saudi nationals who have agencies. We have circulated the report to the relevant ministries such as the Justice Ministry, the Foreign Affairs Ministry and the Attorney General's Department because any agreement that is signed with another country cannot contradict the national laws of this country, therefore we have to receive feedback from the relevant ministries, especially the Attorney General's Department.

I have signed an agreement with my Lebanese counterpart. I have discussed the signing of an agreement with the Cyprus government. They have in fact asked me to send a draft and we're in the process of sending one across. I am covering all the main destinations.

Another way that I'm looking at ensuring better protection for our workers is to orientate them in a comprehensive manner before they leave Sri Lanka so that when they go to those countries and walk into those houses where they have to live and work, there are synergies that are already established. There is that goodwill factor which will be looked after.

Most of our agents who are in this business are driven by commissions and they recruit these people without offering them sufficient orientation and training programs. They put the workers on a plane and send them off. Some of the people do not have basic traveling bags for their possessions, do not have proper attire, and are completely unprepared. When the sponsor takes a first look at them, they are taken aback.

Before these Sri Lankans arrive, the sponsors are given a completely different picture about who is coming. Various stories are told to them and they expect someone different like the Philippinos who are well dressed and very confident. That is where the initial problems begin.

When they are taken to their homes and shown the modern electrical appliances such as vacuum cleaners or microwave ovens that they must use in the course of working, our people are just not prepared.

Immediately their confidence is eroded and then the friction begins because those employers are paying money to bring people to work in their homes, so they feel that they have been cheated and may abuse the people. One can't blame the Sri Lankans for leaving because of such employers.

Q: Unemployment is perhaps one of our most urgent, and most fundamental problems. According to statistics, we have about 750,000 people unemployed and about 250,000 people underemployed. What is the government doing to generate short-term employment opportunities?

A: The Central Bank figures are 550,000 unemployed and underemployment corresponds with the figure you mentioned. Within Sri Lanka, peace is the most essential factor. If there is peace and political stability in this country, the economy will grow. Peace is a sine qua non for growth and economic development.

It is also important that Sri Lanka increases its competitiveness. We have to be seen as a country which is serious about competing on its own footing to maintain its market shares and in that respect, productivity is vital. Productivity is a subject that has been given to my ministry and the productivity policy for the private and public sector comes under this. We launched these policies on February 10, at the National Productivity and Quality Awards.

We wish to emphasise that if our country and its people don't get our act together and regain our competitiveness by increasing our productivity levels, we will be left behind, especially with the new trade regions coming into place. We'll have to stand on our own two feet and compete with the rest of the world. There won't be charity.

We're starting late but it is better late than never. We're getting the cooperation of all social partners, not only employers but also the trade unions, to embark on this productivity policy and these are the kinds of things that will enable Sri Lanka to regain its competitiveness and create employment opportunities.

We have to instill confidence in the private sector. We have to send a message to the outside world that Sri Lanka is competitive so that foreign investors can come here and invest their money and reap the benefits, at the same time contribute to the economy of Sri Lanka.

One avenue through which we're offering short-term relief is the youth corps program. We will be helping a certain number of young people in each electorate in this program by giving them a small sum of Rs2,000. Something is better than nothing.

The government is hopeful of getting a lot of multilateral and bilateral aid because of the international support which is being shown mainly due to the peace process, and the government's responsible economic policies. Most of this aid will be used for major public works projects such as roads, highways, bridges, major power projects, etc. In turn these will create employment opportunities.

Tourism is another potential employment and income generator in the short term owing to the peace process. If the peace process is successful, if it maintains and sustains itself, then there will be more people coming into Sri Lanka and we will create more employment opportunities and provide income generating activity.

To sum up, the immediate prospects of creating employment opportunities within Sri Lanka is limited. This is why foreign employment has become so important. That is why we're stepping up our campaigns overseas to market Sri Lanka as a reliable source of human resources so that we can create employment opportunities and earn more foreign exchange for Sri Lanka.

Q: The cost of living has increased drastically in 2003. Will there be a wage increase this year, at least for the public servants to compensate for this increase?

A: Hopefully yes. People are finding it very difficult. The cost of living is very high and we have not gone in for any wage increase. When we inherited the economy, it was -1.1% growth and we had to turn things around and show responsibility. There were no supplementary estimates tolerated. We reduced the budget deficit to a single digit and public debt is being retired so all that has prevented a wage increase being put in place. Yet people have to be given relief.

Q: For the government we all know peace is a pressing economic issue. However, with peace withstanding, it is now time to consider other important issues like employment, poverty alleviation and infrastructure development. Your reaction?

A: Peace is so important. When we talk about the economy we have to go back to the necessary issue of making the peace process successful and as the Prime Minister said in parliament the other day, this is the last bus, if we don't ride this bus, there won't be another bus.

We will be left in the lurch as a country, while other countries will forge ahead. We'll remain fighting each other based on geography and territorial rights and the people will suffer in the end. This is an opportunity we've got.

The peace process I must say has gone beyond expectations in terms of giving us very solid results. Today the LTTE has come down from speaking of a separate state of eelam to federalism. That in itself is a victory. There are no bodies coming from the north to the south as was the case in the past. Plus we have saved billions of rupees which were channeled for the war, which is a huge bonus.

The importance of the peace process is beyond question. The Prime Minister is an experienced politician. He has been around for over 25 years. He has learnt a lot from being in politics for such a long time. He is patient and has gained the confidence of the international community. The international community is backing the peace process.

I truly believe that the majority of Sri Lankans are backing the process. There are few disgruntled people who see that their agendas are being destroyed as a result of the peace process. These are a vociferous lot who are a minority and we should not allow them to dictate the agenda. If the peace process is successful, everything else will fall into place.

Q: Today, because of burdensome bureaucratic procedures, we have around U$ 850 million of oversees aid unutilised. Money that may be lost for ever, if we do not act quickly. So how are we to go about changing the public service and also these bureaucratic procedures?

A: Our ministry is not an implementer of foreign aid projects as such. As an economist and someone who follows these developments, the utilisation of foreign aid in this country is pathetic. The figure is about 12-15%. We have to get our act together. Before a budget, we go for these development forums and speak about various proposed projects, fiscal disciplines, etc, to get the money. Then once we get the money, we don't use the money.

The delivery shows that there are inefficiencies in the public sector system because it is really the public sector that handles the administration of these funds. We have to rectify that situation.

The Prime Minister has come up with plans of action. There are performance criteria that have already been brought in to ensure that any input to a ministry, government department or government agency is in terms of the output, so that there will be greater accountability and transparency shown by government departments, ministers and ministries alike.

The Prime Minister himself meets ministers and their officials on a regular basis so that this kind of projects are followed up on and evaluated. Progress review meetings are held frequently and if you look at the performance last year, it was a lot better than previous years.

There are very significant inefficiencies and distortions in our public sector system. This is also something that we have addressed in the public sector component of the productivity policy. We looked at this very issue and we have come up with various recommendations.

Prof Gunapala Nanayakkara, one of our foremost management gurus, was the person who handled the report and has come up with some brilliant suggestions. When we implement these suggestions, we can address those problems to a greater extent.