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Corporate Sustainability & Responsibility (CSR)
Master Plan 2018-2028
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Table of Contents Section 1: Introduction ................................................................................................................................. 2
Section 2: Justification of the Master Plan ................................................................................................... 7
Section 3: CSR Masterplan Strategies, Programs and Projects ..................................................................... 9
Section 4: CSR Masterplan 2018-2028 –Project Papers ............................................................................. 12
Program 1: Valorization of Waste ............................................................................................................... 14
Program 1: Valorization of Waste ............................................................................................................... 16
Program 2: Water & Sustainable Business ................................................................................................. 19
Program 2: Water & Sustainable Business ................................................................................................. 21
Program 3: Circular Textiles. ....................................................................................................................... 24
Program 3: Circular Textiles. ....................................................................................................................... 26
Program 3: Circular Textiles. ....................................................................................................................... 28
Program 4: Sustainable Food & Agribusiness. ............................................................................................ 31
Program 4: Sustainable Food & Agribusiness. ............................................................................................ 33
Program 4: Sustainable Food & Agribusiness. ............................................................................................ 35
Program 4: Sustainable Food & Agribusiness. ............................................................................................ 37
Program 5: Sustainable Tourism. ................................................................................................................ 40
Program 6: Sustainability Academy for Sri Lanka. ...................................................................................... 43
Annex 01- Consultations & Discussions Conducted in the Development of the CSR Masterplan ............. 45
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Section 1: Introduction 1.1.Background
CSR Sri Lanka was founded in 2013 by 29 corporate firms as the apex institute to drive
Corporate Sustainability & Responsibility (CSR) agenda in the country with technical
assistance from the United States Agency for International Development (USAID). Since then,
it has been governed by a board of directors elected every three years who are leaders in the
corporate sector and have adopted a philosophy for sustainability in business. A CSR Sri Lanka
secretariat has been functioning since 2014 and it conducted various activities such as National
Summits, International conferences, workshops and Sustainability education programs for the
corporate sector in Sri Lanka. CSR Sri Lanka has been gaining credibility among companies,
other institutes and public sector agencies for its approach and work and expanding its business
network locally and internationally with similar entities, universities and scholars. With these
developments CSR Sri Lanka entered into collaborations with the CSR International UK,
Durham University UK and CSR Netherlands to acquire technical expertise in sustainability
in business and learn the best practices in the world in order to promote and establish
sustainability as integral processes in business entities through projects, programs or strategic
initiatives.
CSR indicates the urgency for companies to do business in a responsible way and to look for
sustainable and inclusive business models. It provides companies with an approach to react on
a fast-changing and globalized world, and to make businesses ‘futureproof’1. Therefore, the
CSR challenge in Sri Lanka is transforming businesses to become futureproof within their
business models. It is important for a company to be aware of and get insight into social,
environmental and economic risks, but dealing with these CSR risks is most effective when
these risks are translated into or accompanied by (sector-specific) opportunities, with added
value to the Sustainable Development Goals (SDGs). For instance, when looking at societal
challenges and CSR risks such as soil degradation and accumulation of industrial waste, the
risks are to be analyzed followed by the question: what are the opportunities that can be
identified for Sri Lankan companies in sectors like in agriculture and manufacturing to develop
sustainable solutions?
In Sri Lanka, the general understanding of CSR differs from the modern scholarly perspective
on CSR. CSR has traditionally been a philanthropic activity in Sri Lanka, focused on doing
‘good’ in communities and filling the gap of lacking funds for public services. It is about how
companies ‘give their money away’. State-owned companies and the larger private ones tend
to reserve a certain percentage of their profits for various charity projects, focused on
community development, improving health care, education, sanitation, food security, etc.
Meanwhile, SMEs also conduct charitable activities such as donations to the poor and
vulnerable and tend to describe such activities as discharging corporate social responsibility.
The modern definition is quite the opposite. CSR must have impact on the core activities of
1 CSR Netherlands 2018.
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the company and is - based on the international frameworks of the OECD, ILO and UN -
defined as follows:
‘The strategic focus of core business activities on long-term value creation in the three
dimensions of People, Planet and Profit, combined with the willingness to be transparent and
to get into dialogue with society and stakeholders’ (Social & Economic Council of the
Netherlands-definition). Therefore, modern CSR must ensure that businesses operate on the
equilibrium point of different interests of shareholders (owners), customers, employees,
society and the environment. In the present age of sustainability achieving this business
equilibrium is not a quick fix but, a transformational process.
This definition – with the focus on the businesses’ core activities - must be framed in Sri Lanka
as ‘Responsible Business’ (RB): creating sustainable and inclusive business cases. It is about
how companies ‘make their money’. Care should be taken that the right framing of CSR is
used in business relations.
1.2. Strategy for CSR in Sri Lanka
Firms have diverse business interests. As a result, their sustainability interests are also skewed
to the core business areas. Meanwhile CSR, as explained above, mostly remain a charitable
interest of firms. Bridging this interest gap requires a good strategy that can instill sustainability
thinking into the business DNA of companies.
Changes in any context can be achieved through projects, programs or strategic initiatives
(SIs). Learning from the international best practices it is evident that collective thinking and
resources for CSR in Sri Lanka can be mobilized through impact oriented projects, programs
or SIs. Program development, processes facilitation and business matchmaking are therefore,
required to drive the CSR transformation in Sri Lanka. A common entity owned by companies
(and perhaps the government also) like the CSR Sri Lanka, CSR the Netherlands, CSR UK and
CSR Europe etc. would be the best institutional framework to undertake the responsibility to
implement programs, facilitate processes and connect businesses for CSR.
Transformational CSR programs aimed at changing collective masses can be developed by
identifying the true CSR interests in companies. They can be united and collaborated along the
global, national or business interests to find precompetitive solutions for sustainability
challenges. Therefore, we can build Coalitions of the Willing (CoW) among companies to
engage and support advancing CSR objects aligned with global, national or business priorities.
CoW can also include the public sector as effective Private Public Partnerships (PPPs).
1.3.Guiding Principles for CSR Programming
Implementing transformative CSR programs to change the way we do business today in order
to have sustainable impacts in society and in the environment stakeholders need effective
guiding principles. Projects, programs or SIs must be developed on a good set of guiding
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principles that help the business equilibrium to remain beneficial to each stakeholder without
a compromise to others.
Table 1.1. CSR Guiding Principles2.
Guiding Principles Description Examples
Creativity Creating ‘business
solutions’ (products &
services) to solve
sustainability challenges:
moving beyond the ‘tick-
box’ approaches like
codes & standards to
embrace social &
environmental innovation.
Inventions in circular
textiles in the Netherland
textiles valley.
Scalability ‘Choice editing’ where
only sustainable &
responsible options are
offered for entire product
or service lines.
Walmart’s Marine
Stewardship Council
(MSC) certified fish
product lines; Impact
investing instead of high
interest lending for
SMEs.
Responsiveness Moving beyond
‘shareholder-driven’ CSR
approaches like charity
donations & promotional
campaigns to embrace
stakeholder
responsiveness, including
impact investing &
stakeholder feedback
mechanisms
The Dutch taskforce of
companies to valorize
agri-food waste.
Glocality To embrace ‘think global,
act local’ practices, which
follow international
guidelines, but tailor
context-specific solutions.
BHP-Biliton’s dual
strategies for climate
change (global) & malaria
prevention (local); Local
Agenda 21 actions, based
on global principles
2 Wayne Visser (2014) CSR 2.0 Transforming Corporate Sustainability and Responsibility, Springer.
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Guiding Principles Description Examples
Circularity To embrace ‘cradle to
cradle’ practices, which
close the loop on
production & service
processes, with the goal
of zero waste, zero toxics
& 100% renewable
resources.
Fuji’Xerox’s product
take-back scheme in Asia;
Shaw Carpets’ closed
loop production, end-of-
life collection & recycling
system.
1.4. Planning Model
This CSR Masterplan was prepared by CSR Sri Lanka in a long consultative process of its
member companies, other private sector companies, CSR advisory committee, SMEs, public
sector agencies, bi-lateral agencies such as the World Food Program (WFP) and Asian
Development Bank (ADB) etc. and Non-Government organizations such as the Oxfam,
International Water Management Institute (IWMI), Child Fund and Room to Read. The CSR
Masterplan was the result of building Coalitions of the Willing (i.e. Clusters) among companies
for sustainable and inclusive business. CSR Sri Lanka conducted forums, workshops and
individual and group-based consultations/discussions with corporate leaders and industry
experts to collect ideas and data and build consensus on CSR programs. Also, we conducted a
Sustainable & Inclusive Business (SIB) Scan with a sample of companies in the Agriculture,
Tourism and Apparel industries with the support from CSR Netherlands (MVO Nederland).
CSR Sri Lanka also received inputs from the international experts from the CSR Netherlands,
CSR International UK and Durham University UK to prepare transformative CSR programs.
The planning model was therefore, a social engineering activity building stakeholders’
consensus aligning thought processes towards sustainable & inclusive business.
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Section 2: Justification of the Master Plan
2.1. To Balance Diverse Interests: Companies have diverse business interests. Also, Sri
Lankan firms would rather understand CSR as a philanthropic activity that gives away part of
the profit for charitable activities than a way of doing business in sustainable and inclusive
manner. As a result, there is a primary challenge in Sri Lanka in advancing the UN Sustainable
Development Goals (SDGs) with the business sector to balance diverse interests of
stakeholders enabling them to understand CSR as a sustainable way of earning in instead of
part of the profit being given away. This challenge can be overcome by bringing stakeholders
to collaborate pre-competitively through projects, programs or strategic initiatives that can be
widely accepted. A masterplan will build a platform for such collaboration and influence on
true CSR whilst the planning process will bring about shared outcomes such as Coalitions of
the Willing.
2.2. To Promote Collaboration: In Sri Lanka the situation is compounded by the fact that
businesses/companies are fragmented even within similar industries and overlook the
opportunities for precompetitive collaboration for sustainable businesses and national
interests/challenges. Meanwhile, the business sector is distanced from the government sector
that makes policies and regulations and also becomes catalytic in driving sustainable
development. To transform Sri Lanka’s business environment into sustainable and globally
competitive grounds precompetitive industry collaboration on sustainable and inclusive
business is essential. In addition, partnerships between private sector firms and the public
sector entities at different levels are required to achieve better solutions for sustainability
challenges in business. This needs a Masterplan.
2.3. To Plan Collectively: Stakeholders’ collaboration requires careful planning and
implementation to make it sustainable. A plan developed with ideas of collective interests can
address real sustainability challenges whilst accommodating diverse business agendas in a fair
manner. The plan will not carry hidden agendas but, will use diverse interests of stakeholders
to design master projects, programs or strategic initiatives that will gain precompetitive
advantages and expand business sustainability.
2.4. To Promote Awareness & Participation: Designing and implementing a masterplan for
CSR improves stakeholders’ awareness on the real sustainability challenges in Sri Lanka and
facilitates their participation in analyzing issues, strategizing for globally competitive business
standards and conceptualizing of programs to transform processes into sustainable and
inclusive businesses. The process instruments such as the Sustainable & Inclusive Business
(SIB) scans compel firms to understand CSR challenges from different perspectives and allows
them to look beyond boundaries shifting their current operational boundaries. This leads the
way to building collaboration for futureproof businesses. This is important as Sri Lanka is not
a country of resources abundance and firms must optimize the utilization of all resources.
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2.5. To Obtain a Holistic View: A masterplan helps prevent unbalanced perspectives on CSR
as the planning process provides an opportunity to take a bird’s eye view of sustainability
challenges in different industries and stakeholders’ strengths to take part in building common
or individual solutions. It is risky for individual firms to adopt solutions in such ventures as
circular textiles due to market and technology dynamics but, winning situations can be created
by beholding a holistic view of the industry challenges and strengths and adopting a master
program.
2.6. To Achieve Policy Congruence: Sri Lankan firms have different CSR policies.
Transforming businesses into true CSR requires policy congruence among firms on sustainable
and inclusive business. Developing a masterplan with the participation of stakeholders brings
about CSR policy dialogue and builds consensus on corporate policies for sustainable
businesses and development. Bringing the public sector also into the planning process helps
aligning sustainability policy agendas for mutual benefit.
2.7. To be a Change Agent: A Masterplan for CSR will influence stakeholders to find feasible
solutions for sustainability challenges in business with greater clarity about future
developments, risks and potential rewards. Not only the masterplan, as a summation of
programs, but the planning process through participatory tools like the SIB scans will propel
changes in stakeholders’ attitudes and boost enthusiasm for sustainable and inclusive business.
Thus, the making of a CSR masterplan becomes a turning point that ushers Coalitions of the
Willing among firms and public sector agencies and set goals to achieve competitive heights
in businesses.
2.8. To Induce Implementation: The masterplan developed through the building of
Coalitions of the Willing, setting examples and collaborative participation and investments
will make certain its implementation. The effective implementation of this plan will require
strong, committed and visionary leadership and presently, the Sri Lankan private sector has
such business leaders. They need the support of equally motivated teams of corporate members
as well as experts to preserver through the masterplan programs until changes are achieved.
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Section 3: CSR Masterplan Strategies, Programs and Projects
Vision
The master planning process drove many of its member companies, non-member companies
showing genuine interest in sustainable & inclusive business to deliberate and craft an overarching
vision that described the ideal futuristic status for business sustainability in Sri Lanka. The vision
articulated in Sustainable & Inclusive Business (SIB) scans is:
“Sri Lankan business environment to be highly attractive to global business partners, investors
and stakeholders to do sustainable & inclusive business and generate superior value to the
global society and environment.”
Mission
Realizing the vision keeping to the CSR guiding principles mentioned in (1.3) above stakeholders
have agreed to accomplish the following mission.
“To enhance the performance in all value chain activities with the collaboration of stakeholders
by integrating transformative CSR (i.e. Sustainable and Inclusive Business) into business DNA
and make the Sri Lankan business environment circular.”
Goals
Advancing the mission depends on reaching a set of specific goals for transformative CSR by
2028.
i. Valorize 40% of industry waste and produce value added products to the market.
ii. Prototype and scale 10 sustainable tech solutions to address challenges/interests in
water by industries.
iii. Make 40 % of agri-business value chains sustainable and inclusive.
iv. Develop business solutions to challenge the nutrition challenge in Sri Lanka.
v. Make Sri Lanka a place of origin of circular textiles and/or apparel.
vi. Make 50% of Sri Lankan tourism industries circular destinations.
vii. Establish formal education in Sustainable business in Sri Lanka.
Operationalization Strategy
CSR Masterplan can be implemented by implementing its Master Projects by any entity. Also,
interested entities can formulate sub-projects, programs or strategic initiatives within the spirit and
frameworks of Master Projects and implement those to achieve goals of the CSR masterplan.
The operationalizing strategy of the Masterplan will include the following initiatives.
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i. Building coalitions of the willing (clusters) of firms and other stakeholders that are
genuinely interested in doing sustainable and inclusive business and looking for
business growth.
ii. Formulation of common program agendas and implementation plans.
iii. Sub-projects development, program facilitation and business-matchmaking
implemented experts and local and international agencies with expertise in sustainable
and inclusive business.
iv. Collaborative fund raising and project financing.
v. Creating an enabling environment for sustainable and inclusive business expansion
through advocacy and education to corporates, SMEs and the government entities.
Catalytic Support Measures
The following support measures are imperative to achieve operational efficiency of the CSR
Masterplan.
Project implementation support to be provided by CSR Sri Lanka and/or CSR Netherlands
or similar apex entity local or international.
Promoting public-private partnerships where synergies can be created efficiently.
Strengthening collaborative efforts among matching interests of businesses through joint
activities.
Main Program Areas of the CSR Masterplan
In developing the CSR Masterplan the detailed consultation process identified six program areas
through which a wide impact on sustainability of society and the environment could be achieved.
These program areas are,
i. Valorization of waste streams in extended value chains of industries.
ii. Ensuring water sustainability to address business challenges.
iii. Making textile waste to textiles (Circular textiles).
iv. Ensuring sustainable food & agribusiness in Sri Lanka.
v. Promoting sustainable tourism.
vi. Establishing formal & high quality sustainability education in Sri Lanka.
The workshops, discussions, consultations and project formulation sessions carried out in
collaboration with the CSR Netherlands’ experts and sustainability champions in companies
designed thirteen (13) project concepts which were developed into Master Project papers. Any
entity can take on master projects as a whole or formulate and implement subprojects in the spirit
and framework of the master projects.
The impact of the implementation of the CSR Masterplan will result in balancing diverse interests
and inducing collaboration of stakeholders to achieve sustainability in business. This will increase
competitiveness in Sri Lankan industries whilst building international trade partnerships.
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CSR Master Plan 2018 – 2028- Projects Flow Master Programs Master Projects Master Impacts
1) Valorization of Waste.
2) Water & Sustainable Business.
3) Circular Textiles.
4) Sustainable Food & Agribusiness.
5) Sustainable Tourism.
6) Sustainability Academy for Sri Lanka.
1. Business for Waste.
2. Plastic Value Added Products Development & Manufacture.
3. Provide Appropriate Technological Solutions & Business Matchmaking for Challenges in the Water Sector.
4. Sustainable Water Management as a Business Solution.
5.Establishing Circular Apparel Manufacturing and Trade in Sri Lanka.
6. Establishing a Joint Circular Textiles Plant (Manufacturing Industry) in Sri Lanka.
7. Added Value and Design for Increasing Competitiveness in SME Apparel Industries.
8. A Sustainable & Inclusive Sugar Industry in Sri Lanka.
9. Biomass for All: Valorizing Paddy Straw in Sri Lanka.
10. Challenging the Nutrition Challenge (CNC) in Sri Lanka.
11. Increasing Natural Rubber Supply for Industries through Smallholdings.
12. To establish a sustainable small-scale tourism network in Sri Lanka.
13. Establishment of a School for Sustainability Education in Sri Lanka.
A Zero Waste industry
destination in Sri Lanka.
Water is one of the main
sustainability concerns
of companies in Sri
Lanka.
Sri Lanka becomes a
country of origin for
circular textiles and
apparel.
Sri Lanka is a sourcing
center for sustainable
agri-food.
Sri Lanka wins a
reputation for circular
tourism destinations.
A workforce of
professionals in
sustainability is built.
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Section 4: CSR Masterplan 2018-2028 –Project Papers
Program Name. Project Title. Project
Code.
Project
No.
Program 1:
Valorization of
Waste.
Business for Waste. pg.1/pr.1 1
Plastic Value Added Products Development. Pg.1/pr.2 2
Program 2: Water &
Sustainable
Business.
Provide Appropriate Technological Solutions
& Business Matchmaking for Challenges in
the Water Sector.
Pg.2/pr.1 3
Sustainable Water Management in Rain-fed
Areas of the Dry Zone in Sri Lanka by
Banking Industries.
Pg.2/pr.2 4
Program 3: Circular
Textiles
Establishing Circular Apparel Manufacturing
and Trade in Sri Lanka.
Pg.3/pr.1 5
Establishing a Joint Circular Textiles Plant
(Manufacturing Industry) in Sri Lanka.
Pg.3/pr.2 6
Added Value and Design for Increasing
Competitiveness in SME Apparel Industries.
Pg.3/pr.3 7
Program 4:
Sustainable Food &
Agribusiness.
A Sustainable & Inclusive Sugar Industry in
Sri Lanka.
Pg.4/pr.1 8
Biomass for All: Valorizing Paddy Straw in
Sri Lanka.
Pg.4/pr.2 9
Challenging the Nutrition Challenge (CNC)
in Sri Lanka.
Pg.4/pr.3 10
Increasing Natural Rubber Supply for
Industries through Smallholdings.
Pg.4/pr.4 11
Program 5:
Sustainable
Tourism.
To establish a sustainable small-scale tourism
network in Sri Lanka.
Pg.5/pr.1 12
Program 6:
Sustainability
Academy for Sri
Lanka.
Establishment of a School for Sustainability
Education in Sri Lanka.
Pg.6/pr.1 13
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Program 1
Valorization of Waste
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Program 1: Valorization of Waste
Project 01: Business for Waste
Project Code: pg.1/pr.1
1 Objective: To prevent solid waste generated either directly or indirectly by industry
processes or value chains from being discharged to the environment harmfully.
2 Rationale: About 75003 MT of solid waste is generated daily by industries or industry
value chains in Sri Lanka. This amount consists of approximately 4650 MT of bio-
degradable solid waste and 2850 MT of non-bio degradable solid waste. The non-bio
degradable solid waste is discharged to the environment by local authorities, businesses
or people in a harmful manner. Solid waste discharged to the environment results in
disasters such as destruction of wild-life, spread of diseases, floods and pollution
including marine plastics pollution. Therefore, firms have a corporate responsibility to
valorize solid waste so that industry value chains will be circular and contribute to the
UN Sustainable development goals (SGDs) Responsible Consumption and Production
(UN SDG 12), Life Below Water (UN SDG 14), Life on Land (UN SDG 15) and
Partnerships for the Goals (SDG 17).
3 Description: To establish modern waste purchasing stations at every 3000 households
in urban and semi-urban areas. These waste purchasing stations are social enterprises
and operated by social entrepreneurs that are trained in scientific segregation of waste at
the National Vocational Qualifications (NVQ) level 4. These entities are pure business
units located in sites easily accessible to the public to sell their non-bio degradable
waste. The social entrepreneurs will ‘further segregate’ the waste they purchase from
the public into industrial inputs and sell such industrial inputs at a ‘good’ profit. The
waste purchasing stations and social entrepreneurs will be developed & monitored by
private sector firms, CSR Sri Lanka, Local Authorities, and the Ministry of Megapolis
& Western Development as Private Public Partnerships (PPPs).
4 Outputs and timelines: By 2030, 100 waste purchasing stations in the Metro Colombo
region and in the main cities in Sri Lanka. 500 social entrepreneurs are trained in
scientific segregation of waste at the NVQ level 04 by 2030.
5 Milestones: 1. Full feasibility study completed & validated. 2. Piloting of a prototype
business model & evaluation. 3. Awareness creation of stakeholders, 4. A Private sector
coalition of 100 companies established. 5. Signing of PPP agreements/MoU with Local
Authorities & the Ministry of Mega-polis, 6. Lands identified & allocated, 7. Waste
purchasing stations established 8. Waste entrepreneurs trained and assigned, 9. Waste
entrepreneurs sign business deals with waste recycling & upcycling industries.
6 Outcomes and impact: A market-based system is established to valorize sold waste,
At least, 1500 MT of solid waste is daily transformed to industrial inputs by 2030.
7 Cost estimates: The total estimated cost is 100 million LKR, each waste purchasing
station costing 1 million LKR.
8 Resource strategy: 100 Million capital investment from private sector companies as
CSR, Local Authorities will provide the land, the ministry of mega-polis will provide
NVQ 4 training for waste entrepreneurs and CSR Sri Lanka will manage the Project.
3 National Solid Waste Management Program –Central Environment Authority (CEA) 2015.
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9 Institutional mechanism: This Project will come under the purview of the Ministry of
Mega-polis and implemented by CSR Sri Lanka as the sustainability apex institute of
private sector companies.
10 Policy implications: Existing waste management policies are adequate to implement
this Project.
11 Environmental impact: Urban and semi-urban environments will be positively
impacted by this Project as a significant amount of solid waste will be absorbed by the
waste purchasing stations. A large quantity of plastics waste which otherwise, will be
transported to the ocean via rivers and streams will be diverted back to industries.
12 Social impact: The Project will create a professional business stream for waste that
valorizes about 1500 MT of solid waste daily. It will create 100 direct jobs for waste
entrepreneurs. Households and other entities will have a convenient system to dispose
of their solid waste.
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Program 1: Valorization of Waste Project 02: Plastic Value Added Products Development.
Project Code: pg1/pr2.
1 Objective: To transform waste PET bottles, metalized polythene & tetra packs into
marketable value added products.
2 Rationale: Metalized polythene and tetra packages used as wrapping material mainly in
food processing industries and other manufacturers are not currently used by waste
recycling and upcycling industries as inputs after the consumer discards them. The daily
estimate of used metalized polythene and tetra packages discharged to the environment
is about 20 MT in Sri Lanka. As a result, there is a trend by Local Authorities,
households and other entities to burn used metalized polythene and tetra packages
which is a health hazard and damaging the ambient air quality. Therefore, it is the
responsibility of the private sector manufacturers to explore a business solution to
valorize used metalized polythene and tetra packaging material.
3 Description: To develop an industry to manufacture eco-bricks and outdoor and indoor
furniture with used PET bottles, metalized polythene and tetra packages. The eco-brick
will be made by compressing used metalized polythene and tetra packages into used
PET bottles. The same eco-brick which has light weight but, above 600N breaking
strength will be used to manufacture outdoor and indoor furniture in attractive designs.
CSR Sri Lanka and Ministry of Mega-polis will develop this industry as a PPP.
Interested women in low-income urban housing schemes will be groomed to take on
this industry as a supplementary income source. They will be trained in the required
skills by CSR Sri Lanka, Ministry of Mega-polis and Academy of Design (AOD).
Private sector Banks will provide the working capital for these micro-industries. The
waste entrepreneurs in the ‘Business for Waste’ project will supply the raw material to
these industries as a business. Output eco-bricks will be purchased by building
contractors of the Ministry of Mega-polis and Habitat for Humanity for the construction
of embankments, pavements, steps, stalls and toilets etc. The furniture will be sold to
AOD and other high end retails such as SINGER Homes.
4 Outputs and timelines: 10,000 eco-bricks per day are manufactured in the metro
Colombo region by 2030, 100 furniture units are daily manufactured in the metro
Colombo region by 2030.
5 Milestones: 1. Full feasibility study completed and validated, 2. Prototype of eco-brick
developed and tested, 3. Eco-bricks are certified as building construction and furniture
manufacturing material by the Industrial Technical Institute (ITI), 4. Pilot constructions
with eco-bricks done and tested. 5. Eco-bricks & furniture manufacturers are trained, 6.
Eco-bricks manufacturing units established, 6. Market deals signed.
6 Outcomes and impact: The environmental dumping of used PET, metalized polythene
and tetra packages is reduced, A new market for waste value-added products is created.
7 Cost estimates: The total cost estimated is 20 million LKR, a development cost of a
business unit being 100,000 LKR including the start-up working capital.
8 Resource strategy: A private sector coalition will provide 50,000 maximum LKR start-
up capital for each business as credit or grant. CSR Sri Lanka, Ministry of Mega-polis
and a donor agency will provide 50,000 LKR worth of inputs to develop each business
unit.
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9 Institutional mechanism: This will be a PPP among the CSR Sri Lanka, a private
sector coalition and Ministry of Mega-polis to develop eco-bricks and other value added
products manufacturing business units.
10 Policy implications: Existing waste management policies are adequate to implement
this Project.
11 Environmental impact: This project will have positive impacts on the environment.
Used PET bottles, metalized polythene and tetra packages which would otherwise
discharged to the environment causing marine plastics pollution or ambient air pollution
due to burning them will be decreased by this project.
12 Social impact: The direct social impact of this Project is the creation of 200 micro
industries that produces eco-bricks giving supplementary income to 200 women in low-
income urban settlements. Secondly, it will open a market for eco bricks and eco-bricks
based furniture changing people’s lifestyles to using circular products.
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Program 2
Water & Sustainable Business
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Program 2: Water & Sustainable Business Project 01: Provide Appropriate Technological Solutions & Business Matchmaking for
Challenges in the Water Sector.
Project Code: pg2/pr1
1 Objective: To establish a database of proven/tested 100 technological solutions to
issues/interests in the water sector in Sri Lanka.
2 Rationale: The USAID/Washington team (2017) of water partnership experts to
explore water (access), sanitation, and hygiene (WASH) programming through the
engagement of the Sri Lankan private sector and the CSRSL/USAID forum on Water &
Sustainable Business in March 2018 and its resultant Water Action Group (25 private,
public & international agencies) have identified that there are many technological
solutions already available in Sri Lanka to address water sector issues/interests of
different agencies. But, these pieces of knowledge is often scattered with individuals or
agencies. As a result, a significant cost is incurred by agencies to find or found
technological solutions to solve/match their issues/interests in water. Also, agencies
may not find or invent the most appropriate solution to their problems in the current
status of dispersed knowledge. Therefore, it is necessary to build a repository of proven/tested technological solutions in the water sector in Sri Lanka.
3 Description: To conduct extensive desk studies on the available technological solutions
in WASH and Water Resources Management (WRM). Conduct consultations with the
members of the Water Action Group and other stakeholders such as the Coordinating
Secretariat for Technology & Innovation (COSTI) and universities etc. Undertake field-
based investigations and technical reviews of identified solutions by experts. Analyze
business potentials of identified technological solutions. Write technical summaries of
each solution identified and compiling them in a relational database.
4 Outputs and timelines: 100 technological solutions to issues/interests of stakeholders
are collected by 2020. A relational database of the 100 solutions is available online for
the users on the CSR Sri Lanka website by 2021.
5 Milestones: 1. Study team mobilized, 2. Desk studies completed, 3. Stakeholder
consultations completed, 3. Field investigations done, 4. 100 technological solutions
identified, 5. Technical & business viability of solutions analyzed, 6. 100 Technical
summaries written, 7. The relational database is developed and hosted online on the
CSR SL website.
6 Outcomes and impact: Agencies match their interests/issues in water with most
appropriate technological solutions available in the database. Commercially viable &
technologically feasible solutions are trialed and scaled by agencies. Research cost of
companies/agencies finding solutions to issues/interests in WASH & WRM decreases.
7 Cost estimates: Study Cost: 1.5 Million LKR, Database Development Cost: 0.5 Million
LKR.
8 Resource strategy: Study Cost from USAID or other interested agency financing.
Database development from the private sector contribution.
9 Institutional mechanism: This Project will come under the purview of USAID/CSR
Sri Lanka ‘Water & Sustainable Business’ and steered by the PPP Action Group on
Water & Sustainable Business.
20
10 Policy implications: This Project can be implemented within the current policy
framework on water in Sri Lanka.
11 Environmental impact: This project will potentially impact the environment positively
since it promotes solutions to issues in WASH and WRM.
12 Social impact: The Project will lead to reducing transactions costs of companies and
other agencies implementing solutions on WASH & WRM. Also, it leads to increasing
CSR investments of the private sector in WASH & WRM and thereby, decreasing
public investments/expenditure in micro & small activities in the water sector.
21
Program 2: Water & Sustainable Business Project 01: Provide Appropriate Technological Solutions & Business Matchmaking for
Challenges in the Water Sector.
Project Code: pg2/pr1
1 Objective: To establish a database of proven/tested 100 technological solutions to
issues/interests in the water sector in Sri Lanka.
2 Rationale: The USAID/Washington team (2017) of water partnership experts to
explore water (access), sanitation, and hygiene (WASH) programming through the
engagement of the Sri Lankan private sector and the CSRSL/USAID forum on Water &
Sustainable Business in March 2018 and its resultant Water Action Group (25 private,
public & international agencies) have identified that there are many technological
solutions already available in Sri Lanka to address water sector issues/interests of
different agencies. But, these pieces of knowledge is often scattered with individuals or
agencies. As a result, a significant cost is incurred by agencies to find or found
technological solutions to solve/match their issues/interests in water. Also, agencies
may not find or invent the most appropriate solution to their problems in the current
status of dispersed knowledge. Therefore, it is necessary to build a repository of proven/tested technological solutions in the water sector in Sri Lanka.
3 Description: To conduct extensive desk studies on the available technological solutions
in WASH and Water Resources Management (WRM). Conduct consultations with the
members of the Water Action Group and other stakeholders such as the Coordinating
Secretariat for Technology & Innovation (COSTI) and universities etc. Undertake field-
based investigations and technical reviews of identified solutions by experts. Analyze
business potentials of identified technological solutions. Write technical summaries of
each solution identified and compiling them in a relational database.
4 Outputs and timelines: 100 technological solutions to issues/interests of stakeholders
are collected by 2020. A relational database of the 100 solutions is available online for
the users on the CSR Sri Lanka website by 2021.
5 Milestones: 1. Study team mobilized, 2. Desk studies completed, 3. Stakeholder
consultations completed, 3. Field investigations done, 4. 100 technological solutions
identified, 5. Technical & business viability of solutions analyzed, 6. 100 Technical
summaries written, 7. The relational database is developed and hosted online on the
CSR SL website.
6 Outcomes and impact: Agencies match their interests/issues in water with most
appropriate technological solutions available in the database. Commercially viable &
technologically feasible solutions are trialed and scaled by agencies. Research cost of
companies/agencies finding solutions to issues/interests in WASH & WRM decreases.
7 Cost estimates: Study Cost: 1.5 Million LKR, Database Development Cost: 0.5 Million
LKR.
8 Resource strategy: Study Cost from USAID or other interested agency financing.
Database development from the private sector contribution.
9 Institutional mechanism: This Project will come under the purview of USAID/CSR
Sri Lanka ‘Water & Sustainable Business’ and steered by the PPP Action Group on
Water & Sustainable Business.
22
10 Policy implications: This Project can be implemented within the current policy
framework on water in Sri Lanka.
11 Environmental impact: This project will potentially impact the environment positively
since it promotes solutions to issues in WASH and WRM.
12 Social impact: The Project will lead to reducing transactions costs of companies and
other agencies implementing solutions on WASH & WRM. Also, it leads to increasing
CSR investments of the private sector in WASH & WRM and thereby, decreasing
public investments/expenditure in micro & small activities in the water sector.
23
Program 3
Circular Textiles
24
Program 3: Circular Textiles. Project 01: Establishing Circular Apparel Manufacturing and Trade in Sri Lanka.
Project Code: pg3/pr1
1 Objective: To establish manufacturing & trade in circular garments by Sri Lankan
apparel industries.
2 Rationale: During the Sustainable & Inclusive Business (SIB) Scan with apparel
industry companies in February 2018 by the CSR Netherlands and CSR Sri Lanka it
became clear that Sri Lanka is a rather good place for sourcing apparels with respect for
CSR and sustainability. Wages are higher as compared to the region, due to a shortage
on the labor market, and so the industry must add more value to their products. For that
reason, Sri Lanka produces more complex garments such as mid-segment fashion,
lingerie, sportswear, workwear, and technical textiles. The Sri Lankan textile industry
exports 8.5 million pieces of apparel per year for ca. $4.8 billion (2016). Finished
garments are nowadays one of Sri Lanka’s leading exports (ca. 60% of total export),
and the sector employs several thousands of people. A quick scan of the Dutch textile
association Modint, for instance, showed that the majority uses other South Asian
countries for production, such as India, Bangladesh, Vietnam, and Indonesia. To gain
large deals with major Dutch and European brands it was identified in the SIB scan that
Sri Lankan apparel manufacturers have to adopt sustainable supply chains. One of the
key challenges to sustainable supply chains is the large tonnage of cutting waste
(postindustrial) and disposed garments (post-consumer) which companies do not
account for. The solution for this is circular textiles. Circular textiles is essentially the
process of recycling waste fabric into new yarns. Through this process, savings on raw
materials, energy consumption and pollution are realized. This circular business model
has social impact too. When working in a closed loop, the industry has to cooperate in
all tiers of the supply chain. It creates an opportunity to increase profits, as there is a
growing demand for circular products, especially in the business to business market.
3 Description: To educate the main apparel industry companies on circular textiles, its
technological process and output with experts from the Dutch textile valley, build a
private sector coalition of companies having a genuine interest in circular textiles to
expand business deals with European brands with the help of a consultancy mission
from the Netherlands textiles valley, to conduct a trade mission of apparel companies in
the Dutch textile valley and other European countries interested in buying circular
textiles, to expose the trade mission members to the technological process of
manufacturing circular textiles, signing of ‘green deals’/ambition statements with Dutch
Brands and Dutch secretariat for the covenant on sustainable textiles (SER), to identify
a circular textiles plant in the region (preferably India), to sign trade agreements with a
circular textile plant for Sri Lankan apparel industry companies and to negotiate with
the Ministry of Finance and have established tariff concessions for textile waste exports
and circular textile imports.
4 Outputs and timelines: A private sector coalition on circular textiles by 2020, Green
deals with Dutch and other European buyers by 2021, Trade agreements with a circular
textiles plant in the region by 2022 and zero tariff corridor for circular textiles by
20203.
25
5 Milestones: 1. A full feasibility study is completed, 2. A private sector coalition of
companies on circular textiles is established, 3. a trade mission in the Dutch textile
valley completed and Green deals signed, 4. a trade agreements signed with a circular
textile plant in the region and 5. Zero tariff corridor established for waste apparel export
and circular textiles import.
6 Outcomes and impact: Sri Lankan apparel industry companies move into a sustainable
and inclusive value chain. Thereby, they become more competitive and expand trade
volumes with new European brands.
7 Cost estimates: The cost of technical inputs and facilitation is estimated at LKR 10
Million.
8 Resource strategy: Private sector contribution 50% of the total cost both in cash and
in-kind and 50% contribution from CSR Netherlands, CSR Sri Lanka, USAID and other
donor agencies.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purview of the Ministry of Industry & Commerce, Ministry of International Trade &
Ministry of Finance. It will be implemented by the private sector coalition of apparel
industry companies, CSR Sri Lanka, CSR Netherlands and Netherlands Ministry of
Trade.
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The Proposed project will positively impact on the
environment as it valorizes post-industry and post-consumption textile waste. It closes
the loop in the textile industry.
12 Social impact: When working in a closed loop, the industry has to cooperate in all tiers
of the supply chain, and this will take away the anonymity that causes so many
violations of labor rights. Last but not least, it creates an opportunity to increase profits,
as there is a growing demand for circular products, especially in the business to
business market.
26
Program 3: Circular Textiles. Project 02: Establishing a Joint Circular Textiles Plant (Manufacturing Industry) in Sri
Lanka
Project Code: pg3/pr2
1 Objective: To establish a Circular Textiles Plant in Sri Lanka jointly owned by Apparel
Industry and Textile Manufacturing companies.
2 Rationale: The private sector apparel industry companies interested in using circular
textiles to produce for new European brands have considered the option of establishing
a joint circular textiles manufacturing plant in Sri Lanka given the high volume post-
industrial fabric waste. The Asian Development Bank (ADB) that was participant to the
Sustainable & Inclusive Business (SIB) Scan in February 2018 expressed interest in
financing the private sector for such sustainable venture in Sri Lanka. The CSR
Netherlands being one of the largest business networks in the Netherlands and the
conduit between the Netherlands government and private sector for sustainable business
has offered to provide technical and technological support to Sri Lankan apparel
industry companies to establish a circular textiles manufacturing plant. A circular textile
plant in Sri Lanka will eliminate the hassle of exporting waste fabric and importing
circular textiles and thereby, reducing costs significantly. Such facility in Sri Lanka will
attract SMEs in the apparel industry also into circular textiles.
3 Description: To form a joint venture (JV) company on circular textiles owned by the
interested apparel industry and textile manufacturing companies that have singed green
deals with European brands, to provide technical assistance to the JV company from the
Netherlands experts in circular textiles to identify the most appropriate technologies for
the Sri Lankan plant, to transfer technology from the Netherlands to Sri Lanka, to sign a
multi-party agreement between the JV company, CSR Netherlands, CSR Sri Lanka,
Technology Company, the Ministry of Industry & Commerce, Ministry of International
Trade and the ADB for Project Financing, to construct the circular textiles plant in Sri
Lanka and to operationalize the business.
4 Outputs and timelines:
JV Company on circular textiles by 2021.
A circular textiles manufacturing plant in Sri Lanka by 2025.
5 Milestones: 1. Full feasibility study completed, 2. JV company on circular textiles
formed, 3. Technology transfer agreement signed, 4. financing agreements signed and,
4. construction completed.
6 Outcomes and impact: Sri Lankan apparel industry companies move into a sustainable
and inclusive value chain. Thereby, they become more competitive and expand trade
volumes with new European brands.
7 Cost estimates: The cost will be estimated in the full feasibility study.
8 Resource strategy: Private sector contribution 50% of the total cost both in cash and
in-kind and 50% contribution from ADB, USAID and/or other donor agencies.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purview of the Ministry of Industry & Commerce, Ministry of International Trade &
Ministry of Finance. It will be implemented by the private sector coalition of apparel
industry companies, CSR Sri Lanka, CSR Netherlands and Netherlands Ministry of
Trade.
27
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The Proposed project will positively impact on the
environment as it valorizes post-industry and post-consumption textile waste. It closes
the loop in the textile industry.
12 Social impact: When working in a closed loop, the industry has to cooperate in all tiers
of the supply chain, and this will take away the anonymity that causes so many
violations of labor rights. Last but not least, it creates an opportunity to increase profits,
as there is a growing demand for circular products, especially in the business to
business market.
28
Program 3: Circular Textiles. Project 02: Establishing a Joint Circular Textiles Plant (Manufacturing Industry) in Sri
Lanka
Project Code: pg3/pr2
1 Objective: To establish a Circular Textiles Plant in Sri Lanka jointly owned by Apparel
Industry and Textile Manufacturing companies.
2 Rationale: The private sector apparel industry companies interested in using circular
textiles to produce for new European brands have considered the option of establishing
a joint circular textiles manufacturing plant in Sri Lanka given the high volume post-
industrial fabric waste. The Asian Development Bank (ADB) that was participant to the
Sustainable & Inclusive Business (SIB) Scan in February 2018 expressed interest in
financing the private sector for such sustainable venture in Sri Lanka. The CSR
Netherlands being one of the largest business networks in the Netherlands and the
conduit between the Netherlands government and private sector for sustainable business
has offered to provide technical and technological support to Sri Lankan apparel
industry companies to establish a circular textiles manufacturing plant. A circular textile
plant in Sri Lanka will eliminate the hassle of exporting waste fabric and importing
circular textiles and thereby, reducing costs significantly. Such facility in Sri Lanka will
attract SMEs in the apparel industry also into circular textiles.
3 Description: To form a joint venture (JV) company on circular textiles owned by the
interested apparel industry and textile manufacturing companies that have singed green
deals with European brands, to provide technical assistance to the JV company from the
Netherlands experts in circular textiles to identify the most appropriate technologies for
the Sri Lankan plant, to transfer technology from the Netherlands to Sri Lanka, to sign a
multi-party agreement between the JV company, CSR Netherlands, CSR Sri Lanka,
Technology Company, the Ministry of Industry & Commerce, Ministry of International
Trade and the ADB for Project Financing, to construct the circular textiles plant in Sri
Lanka and to operationalize the business.
4 Outputs and timelines:
JV Company on circular textiles by 2021.
A circular textiles manufacturing plant in Sri Lanka by 2025.
5 Milestones: 1. Full feasibility study completed, 2. JV company on circular textiles
formed, 3. Technology transfer agreement signed, 4. financing agreements signed and,
4. construction completed.
6 Outcomes and impact: Sri Lankan apparel industry companies move into a sustainable
and inclusive value chain. Thereby, they become more competitive and expand trade
volumes with new European brands.
7 Cost estimates: The cost will be estimated in the full feasibility study.
8 Resource strategy: Private sector contribution 50% of the total cost both in cash and
in-kind and 50% contribution from ADB, USAID and/or other donor agencies.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purview of the Ministry of Industry & Commerce, Ministry of International Trade &
Ministry of Finance. It will be implemented by the private sector coalition of apparel
industry companies, CSR Sri Lanka, CSR Netherlands and Netherlands Ministry of
Trade.
29
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The Proposed project will positively impact on the
environment as it valorizes post-industry and post-consumption textile waste. It closes
the loop in the textile industry.
12 Social impact: When working in a closed loop, the industry has to cooperate in all tiers
of the supply chain, and this will take away the anonymity that causes so many
violations of labor rights. Last but not least, it creates an opportunity to increase profits,
as there is a growing demand for circular products, especially in the business to
business market.
30
Program 4
Sustainable Food &
Agribusiness
31
Program 4: Sustainable Food & Agribusiness. Project 01: A Sustainable & Inclusive Sugar Industry in Sri Lanka.
Project Code: pg4/pr1
1 Objective: To increase sustainability, productivity and output of sugar industry in Sri
Lanka.
2 Rationale: The sustainable & inclusive business (SIB) scan conducted in February
2018 by CSR Netherlands and CSR Sri Lanka found that sugar industry firms in Sri
Lanka do not operate at their full scale of sustainable output. At present there are two
sugar companies, Lanka Sugar Company (Pvt.) Ltd and Galoya Plantations Ltd, with
large scale farm lands, out-growers and factories. The four factories presently produce
about 100,0004 MT of sugar per annum which is about 25% of the country’s annual
sugar requirement. As a result, sugar has ranked the second commodity in Sri Lanka’s
import bill. It was revealed in the SIB scan and field visits that the production process
of Sri Lankan sugar industry, from sugarcane farming to factory output, is not a
sustainable & inclusive process. The farming practice is unsustainable as well as the
linear waste stream in the sugar manufacturing. Also, the present factory technologies
can extract only about 5%5 of the sugar serum from the sugar cane whilst there is about
4% waste. Conversely, the Netherlands through sustainable farming and manufacturing
practices has been the second largest exporter of sugar in the world. Therefore,
transforming sugar industries in Sri Lanka into sustainable & inclusive businesses will
increase productivity, output, local household income and profitability.
3 Description: To implement a sustainable field lab in a sugar industry or with the
Sugarcane Research Institute (SRI) executing innovation pilots on, new plants
propagation, soil health, water, out-growers, and the valorization of residues on the
plantation (e.g. bagasse), including monitoring of the results and applying scalable
pilots into sugarcane farms. To upgrade the factory and machines used in farming &
crop management. To establish a more efficient waste valorizing system than waste
burning for energy. To mechanize sugarcane farming including out-growers. To
establish efficient& sustainable irrigation, fertilization & crop management in sugarcane
farms. To transform the entire farm area (including out-growers) to a high yielding plant
variety. To modernize industries with Business to Business (B/B) or Government to
Government (G/G) investments to manufacture sugar value added products. To
establish eco-tourism in sugarcane farmlands with tourist attractions.
4 Outputs and timelines:
A sustainable field lab to transform sugar industries in Sri Lanka by 2021.
A circular waste stream in Sri Lankan sugar industries by 2025.
250,000 MT annual sugar output in Sri Lanka by 2028.
5 Milestones: 1. Full feasibility study completed & validated, 2. A sustainable field lab
established, 3. Pilot project activities completed, 4. Farming system mechanized, 5.
Waste valorizing system established, 6. Sustainable irrigation, fertilization & crop
management systems established, 7. High yielding clones introduced, 8. Factory
4 Annual Production Statistics, Lanka Sugar Company (Pvt.) Ltd & GalOya Plantations Ltd. 5 The average sugar serum content in sugarcane grown in Sri Lanka is estimated at 9% of the extract.
32
modernizations completed, and, 5. Business deals signed for sugar value added products
manufacturing & marketing.
6 Outcomes and impact: Sri Lankan sugar industry becomes a sustainable agribusiness
in Sri Lanka. It decreases the import bill on sugar whilst increasing local household
income.
7 Cost estimates: The cost will be estimated in the full feasibility studies.
8 Resource strategy: Sugar industry companies will invest from their equities, through
the government budget and B/B financial facilities about 50% of the cost. Donor
subsidies from agencies like the ADB, WB or USAID etc. under promoting self-
reliance in country economies are needed to cover about the balance 50%.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purview of the Ministry of Industry & Commerce, Ministry of Plantation Industries,
Ministry of International Trade and Ministry of Finance. It will be implemented as
private public partnerships (PPPs).
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The Proposed project will positively impact on the
environment as it encourages valorizing post-industry waste and sustainable farming,
irrigation and crop management.
12 Social impact: The project will positively impact the country’s import bill by
increasing the domestic sugar output. It will also increase the income of local
households (esp. in most poor regions of the country).
33
Program 4: Sustainable Food & Agribusiness. Project 02: Biomass for All: Valorizing Paddy Straw in Sri Lanka.
Project Code: pg4/pr2
1 Objective: To develop a paddy straw based value chain in Sri Lanka.
2 Rationale: The total estimated paddy straw production in Sri Lanka is 3.46 million MT
a year. The increase in paddy productivity and cultivation areas in Sri Lanka over the
years has led to a huge excess of paddy straw production where it being burnt is seen as
the most cost effective means of disposal. Though Sri Lanka has banned burning of
paddy straw it is widely practiced causing air pollution, health hazards and loss if soil
nutrients. However, paddy straw returned to soil also stimulate Methane (CH4)
emission7 which tends to set off carbon sequestration to the soil culture8.
At the same time paddy straw is a potentially valuable resource for high-end reuse and
upcycling. Sri Lanka can resolve these issues and improve the livelihoods of rural
communities by moving into valorizing paddy straw. A more sustainable use of paddy
straw can create new livelihoods for local communities. Using paddy straw as a
feedstock for board materials can reduce deforestation9. Therefore, there is an
opportunity for Sri Lanka to build a business value chain on paddy straw.
3 Description: To develop a viable business case to upcycle paddy straw several times
and absorb 1.5 million MT annually into the value chain. To establish distributed bio-
fibering of the paddy straw biomass (to overcome costs of transportation and storage)
and to connect it to the following industries.
- Bio-materials manufacturing (Board materials for construction & packaging
industries).
- Bio-fiber composites (for industrial design and automotive industry).
- Bio-chemicals (Sugars & proteins etc. for the food & pharmaceutical industries).
- Community level bio-energy production & supply.
To establish above industries in Sri Lanka as Private Public Partnerships (PPP).
4 Outputs and timelines:
100 paddy straw valorizing business units by 2025.
1 MW community level bio-energy by 2025.
1000 MT of bio-materials and bio-fiber composites per annum by 2025.
1 MT of bio-chemicals per annum by 2028.
5 Milestones: 1. Full feasibility study completed & validated, 2. Farmer/community
business clusters organized, 3. Trade missions completed, 4. Technology transfer
completed, 7. Pilot Projects completed, 8. Private/ public investments realized, 9.
Business deals signed, 10. Paddy-straw valorizing industries established.
6 Renuka T.K. Ariyawansha, S.A. Dileepe N. Senevirathne and Benedict F.A. Basnayake (2014) ‘Potential of Converting Paddy Straw to Bio-char and Electricity in Sri Lanka’ in 11th APRSCP pp.207. 7 Haefele et al., 2011 8 Li et al., 2013 9 MVO NL (2016), the current world demand for wood is 29 cubic meters annually vs. the supply of 16 million cubic meters.
34
6 Outcomes and impact: Paddy straw valorizing becomes a sustainable industry in Sri
Lanka. These industries generate income to and employment in the country whilst
reducing environmental pollution.
7 Cost estimates: The cost will be estimated in the full feasibility studies.
8 Resource strategy: The mobilization of stakeholders, feasibility studies and pilot
projects will be financed by donor agencies like the WB, ADB, USAID or government
of Sri Lanka.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purviews of the Ministry of Industry & Commerce, Ministry of Agriculture, Ministry of
Science & Technology Ministry of International Trade and Ministry of Finance. It will
be implemented as private public partnerships (PPPs) for self-reliance in Sri Lanka.
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The Proposed project will positively impact on the
environment as it encourages valorizing post-harvest waste and sustainable farming.
12 Social impact: The project will positively impact the country’s national income by
increasing the paddy industry output. It will also increase the income of local
households (esp. in most poor regions of the country).
35
Program 4: Sustainable Food & Agribusiness. Project 02: Biomass for All: Valorizing Paddy Straw in Sri Lanka.
Project Code: pg4/pr2
1 Objective: To develop a paddy straw based value chain in Sri Lanka.
2 Rationale: The total estimated paddy straw production in Sri Lanka is 3.410 million MT
a year. The increase in paddy productivity and cultivation areas in Sri Lanka over the
years has led to a huge excess of paddy straw production where it being burnt is seen as
the most cost effective means of disposal. Though Sri Lanka has banned burning of
paddy straw it is widely practiced causing air pollution, health hazards and loss if soil
nutrients. However, paddy straw returned to soil also stimulate Methane (CH4)
emission11 which tends to set off carbon sequestration to the soil culture12.
At the same time paddy straw is a potentially valuable resource for high-end reuse and
upcycling. Sri Lanka can resolve these issues and improve the livelihoods of rural
communities by moving into valorizing paddy straw. A more sustainable use of paddy
straw can create new livelihoods for local communities. Using paddy straw as a
feedstock for board materials can reduce deforestation13. Therefore, there is an
opportunity for Sri Lanka to build a business value chain on paddy straw.
3 Description: To develop a viable business case to upcycle paddy straw several times
and absorb 1.5 million MT annually into the value chain. To establish distributed bio-
fibering of the paddy straw biomass (to overcome costs of transportation and storage)
and to connect it to the following industries.
- Bio-materials manufacturing (Board materials for construction & packaging
industries).
- Bio-fiber composites (for industrial design and automotive industry).
- Bio-chemicals (Sugars & proteins etc. for the food & pharmaceutical industries).
- Community level bio-energy production & supply.
To establish above industries in Sri Lanka as Private Public Partnerships (PPP).
4 Outputs and timelines:
100 paddy straw valorizing business units by 2025.
1 MW community level bio-energy by 2025.
1000 MT of bio-materials and bio-fiber composites per annum by 2025.
1 MT of bio-chemicals per annum by 2028.
5 Milestones: 1. Full feasibility study completed & validated, 2. Farmer/community
business clusters organized, 3. Trade missions completed, 4. Technology transfer
completed, 7. Pilot Projects completed, 8. Private/ public investments realized, 9.
Business deals signed, 10. Paddy-straw valorizing industries established.
10 Renuka T.K. Ariyawansha, S.A. Dileepe N. Senevirathne and Benedict F.A. Basnayake (2014) ‘Potential of Converting Paddy Straw to Bio-char and Electricity in Sri Lanka’ in 11th APRSCP pp.207. 11 Haefele et al., 2011 12 Li et al., 2013 13 MVO NL (2016), the current world demand for wood is 29 cubic meters annually vs. the supply of 16 million cubic meters.
36
6 Outcomes and impact: Paddy straw valorizing becomes a sustainable industry in Sri
Lanka. These industries generate income to and employment in the country whilst
reducing environmental pollution.
7 Cost estimates: The cost will be estimated in the full feasibility studies.
8 Resource strategy: The mobilization of stakeholders, feasibility studies and pilot
projects will be financed by donor agencies like the WB, ADB, USAID or government
of Sri Lanka.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purviews of the Ministry of Industry & Commerce, Ministry of Agriculture, Ministry of
Science & Technology Ministry of International Trade and Ministry of Finance. It will
be implemented as private public partnerships (PPPs) for self-reliance in Sri Lanka.
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The Proposed project will positively impact on the
environment as it encourages valorizing post-harvest waste and sustainable farming.
12 Social impact: The project will positively impact the country’s national income by
increasing the paddy industry output. It will also increase the income of local
households (esp. in most poor regions of the country).
37
Program 4: Sustainable Food & Agribusiness. Project 4: Increasing Natural Rubber Supply for Industries through Smallholdings14.
Project Code: pg4/pr4
1 Objective: To increase natural rubber supply to industries by 10% through expansion of
rubber cultivation in agronomically feasible new regions where land is accessible to be
developed as smallholdings (building a sustainable rubber value chain).
2 Rationale: Rubber industries in Sri Lanka has been facing a challenge of sustainable
sourcing due mainly to the land in traditional rubber growing areas being under pressure
for residential and alternative commercial developments. To compensate for the loss of
rubber land and ensure sustainable sourcing by rubber industries vis a vis the use of
sustainable synthetic rubber, one alternative is to expand rubber in the regions where
land is available with less opportunity cost. The private sector rubber industries and the
Rubber research institute in Sri Lanka (RRI) has done extensive research and have
identified new regions suitable for commercial rubber planting as small holdings.
3 Description: To cultivate 16,000ha of new smallholdings in non-traditional regions as
private public partnerships where the private sector firms become the driving force for
sustainable sourcing (Moneragala 3000ha, Ampara 5,000ha, Vavuniya 3000ha,
Mullaithivu 3000ha, Hambantota 500ha, and Puttalam 500ha. To set up necessary
district nurseries by the private/public sector. Intercrops and parallel crops will be
introduced to ensure sustainability in the rubber immature period.
4 Outputs and timelines:
Planting outputs: By 2024 11,000 ha; by 2028 16,000ha.
Production outputs: By 2028 3,500 MT per month.
5 Milestones: 1. Full feasibility study completed and validated, 2. Land identification
completed, 3. Nursery network established, 4. Smallholders identified, 5. Regional
project offices established, 6. Private sector business deals signed, 7. Planting
commenced, 8. Private sector processing facilities established.
6 Outcomes and impact: Rubber yields from thee plantations will begin to realize by
2028 adding about 35,000 MT of natural rubber to industries allowing them to source
sustainably. Local consumption of this volume of natural rubber will create a value of
about 300 million USD in Sri Lanka’s industrial output. As farm gate incomes about
140 million USD will be circulated among smallholders in the new regions boosting
local economies. Intercrops and non-farm activities will also generate additional
income.
7 Cost estimates: Total estimated cost is 4,800 million LKR at 300,000 LKR per ha
without considering beneficiary contributions.
8 Resource strategy: This project will be implemented through donor funds, private
sector contributions and government financing.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purviews of the Ministry of Plantation Industries, Ministry of Science & Technology
and Ministry of Finance. It will be implemented as collaborations among agencies such
14 Acknowledgement: This Project is chiefly provided from the National Rubber Master Plan 2015-25, Sri Lanka Rubber Secretariat & Private Sector Stakeholders CAMSO Loadstar and DSI.
38
as the Sri Lanka Rubber Secretariat, Rubber Industry Companies and CSR Sri Lanka
etc., as private public partnerships (PPPs) for self-reliance in Sri Lanka.
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The project will positively impact on the environment as it
increase the tree cover in the planting regions.
12 Social impact: With employment opportunities and additional incomes, social
standards will improve. The target regions that were affected by the past conflict will
become part of the sustainable rubber value chain especially giving economic relief for
vulnerable groups such as women headed households.
39
Program 5
Sustainable Tourism
40
Program 5: Sustainable Tourism. Project 1: Small-Scale Sustainable Tourism in Sri Lanka.
Project Code: pg5/pr1
1 Objective: To establish a sustainable small-scale tourism network in Sri Lanka.
2 Rationale: The sustainable & inclusive business (SIB) scan conducted by CSR Sri
Lanka and CSR Netherlands in February 2018 found that Sri Lanka had enormous
resources and attractive locations for sustainable tourism. Tourism sector stakeholders
viewed that the demand for country’s tourism facilities such as accommodation, leisure
activities, food & beverages and tours had been growing since 2010. There had been 2
million tourist arrivals in 2016, which was an increase of 14% over 2015; foreign
exchange earnings increased by 18% from 2015 to 2016. The tourism sector is the third
main source of Foreign Exchange (14%). Visitors from Asia were the main source of
tourism to Sri Lanka in 2016, and Western Europe was at the second place with a share
of 31%.
However, the SIB scan showed that the country is suitable for high-end branding and
the development of small-scale, rural and authentic eco-tourism. It seems like the
tourism development is not going into that direction and the government is betting on
the development of large scale hotels and resorts. There is little tourism planning.
Foreign investors are increasingly investing in large scale and high-rise tourism. A
development which is not attractive for Western tourists.
The lack of women working within the tourism industry (e.g. as guides) was explicitly
on the table. The sector is dominated by male workers, while women can have
enormous added value for the staff shortage and the quality of the services provided.
Now, the Pacific Asia Travel Association (PATA) is also advocating for increased
gender equality in the travel and tourism industry in Sri Lanka.
3 Description: To setup 100 small-scale, rural and authentic eco-tourism facilities with
high end branding. These facilities will target western tourists and have sustainable
sourcing and services. They will also train and engage women in equal proportions and
with opportunities for serving visitors. Sustainable rural value chains will be developed
for supplies and extended services such as tour guiding where these facilities will be
setup.
4 Outputs and timelines:
100 small-scale, rural and authentic eco-tourism facilities with high end
branding by 2028.
300 women workers in sustainable tourism value chains attached to these
facilities.
5 Milestones: 1. Full feasibility study completed and validated, 2. Land/locations
identification completed, 3.Small scale investors mobilized, 4. Project plans/appraisals
developed. 5. Permits & approvals obtained. 6. Private investments realized, 7.
Communities and stakeholders mobilized and trained. 8. Business deals signed, 9.
Tourism facilities constructed and launched.
6 Outcomes and impact: This project will increase Sri Lanka’s tourism sector earnings
by 75 Million USD per annum. Its trickledown effect will increase the number of
41
women engaging in the sustainable tourism value chain, sustainable sourcing in tourism
and local income.
7 Cost estimates: The total cost of each facility will differ based on the location and
design and estimated in the feasibility studies & sub-project appraisals. The cost of full
feasibility study and stakeholders’ mobilization & facilitation is estimated at 10 million
LKR (full feasibility study: 3 million, stakeholders’ mobilization & facilitation 7
million).
8 Resource strategy: Private sector investors will set up sustainable tourism facilities
with their own financing models. The feasibility study and mobilization & facilitation
of stakeholders will need donor subsidies or government funding.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purviews of the Ministry of Tourism. It will be implemented as collaborations among
agencies such as the CSR Netherlands, CSR Sri Lanka, SME entrepreneurs in tourism
etc. as private public partnerships (PPPs) for self-reliance in Sri Lanka.
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The project will positively impact on the environment as it
increase sustainable sourcing and services delivery in tourism.
12 Social impact: With employment opportunities and additional incomes, social
standards will improve. Women will be engaged in workers and services providers in
tourism business.
42
Program 6
Sustainability Academy
for Sri Lanka
43
Program 6: Sustainability Academy for Sri Lanka. Project 1: Establishment of a School for Sustainability Education in Sri Lanka.
Project Code: pg6/pr1
1 Objective: To establish a school for sustainability education in Sri Lanka.
2 Rationale: By offering a permanent, dedicated educational opportunity for the Sri
Lankan private sector, the Sustainability Academy will embed corporate sustainability
and responsibility into practice of future generations of corporate leaders and managers.
This will help the private sector to play a more active and positive role in Sri Lankan
development processes, in particular paying attention to post-war reconciliation,
inclusion and diversity, poverty reduction, and environmental protection. Extensive
research has shown how these commitments have tangible economic and social
benefits, raising productivity, employment opportunities, incomes, and reducing
ecosystems impacts.
3 Description: As currently envisioned, the Sustainability Academy will initially have
two intakes of students per year – January and August – and offer classes in evenings
and weekends over an intensive two-week period. Students will then conduct a
practical project linked to an aspect of their actual working life. Both elements will be
assessed and a certificate awarded upon achievement of the pass rate.
Trainers recruited from Sri Lanka will teach the modules. International academics may
teach some content via video link where possible and practical.
Key Activities:
Conducting an Educational Needs Analysis: to invite all participants in the previous
impact activities such as CSR education workshops etc. by CSR Sri Lanka and Durham
University, UK to complete a short ‘on-line’ survey indicating whether and how the
trainings were useful, and to submit any evidence of knowledge uptake / changes
implemented, to conduct follow-up interviews with a cross-section of successes and
failures of the activities undertaken to deepen understanding of the impact achieved
and to strengthen the evidence for impact.
Curriculum design & train-the-trainers: to work closely with Durham University
Business School and other international education institutes to develop an innovative,
bespoke curriculum that is relevant to the Sri Lankan economic and regulatory context,
to recruit a pool of trainers who will be able to deliver the contents, and run intensive
‘train the trainer’ sessions.
Piloting a series of short courses for business and management students and
professionals at different career stages: to run a series of short courses (3-5) targeted at
different learners (career stage; knowledge and skill needs; pedagogical style), to
produce a working paper for discussion by corporate and academic leaders in Sri Lanka,
to refine the offer and scope of the short courses.
44
Official launch of the Sustainability Academy: High-level Sri Lankan ministers, leaders
of the Sri Lankan private sector and development sector, and representatives of Durham
University or other partnering academic institutes will officially launch the Academy.
4 Outputs and timelines:
National launch of the Sustainability Academy by 2025.
Bi-annual course offered to up to 50 students per term by 2025.
Income generated via course fees by 2025.
100 graduates per year by 2025.
5 Milestones: 1. Full feasibility study completed and validated, 2. Institutional
agreements signed, 3.Establishment funds realized, 4. Curricular designed and trainers
trained, 5. Permits & approvals obtained. 6. Private investments realized, 7. Short
courses piloted, 8. Sustainability academy launched.
6 Outcomes and impact: Course learnings feeding into workplace practice, Evidence of
change via practical coursework reports and Greater commitment of private sector firms
to sustainable & inclusive business.
7 Cost estimates: The total cost of establishing the Sustainability Academy is estimated
at 16.2 million LKR on the assumption that classroom facilities can be hired in a joint
venture with a local education institute.
8 Resource strategy: Funds for the establishment of the Sustainability Academy is
needed from donor agencies such as the ADB, World Bank, JICA or USAID, private
sector co-investments and the government.
9 Institutional mechanism: This Project directly falls under the policy & regulatory
purviews of the Ministry of vocational education. It will be implemented as
collaborations among agencies such as the Durham University UK, CSR Netherlands,
CSR Sri Lanka and a private sector education institute in Sri Lanka.
10 Policy implications: The existing policy framework is sufficient to implement this
Project.
11 Environmental impact: The project will positively impact on the environment as it
increases the number of professionals in sustainability in the business sector.
12 Social impact: The Sustainability Academy will produce business sustainability
professionals with international accreditations who are required by futureproof
businesses in future.
45
Annex 01- Consultations & Discussions Conducted in the Development of the CSR
Masterplan 1) At Forums and Workshops: Input Providers for the CSR Master Plan
A. Baur & Co. (Pvt) Ltd Ethical Tea Partnership (ETP)
Academy of Design European Union
Access Natural Water (Pvt) Ltd Expolanka Holdings
Acted Export Development Board
Agriworld (Pte) Ltd First Fruit Farms
Agro Culture Trends (Pvt) Ltd Fonterra Brands Lanka
Agro Lankem Ceylon PLC Gap Inc
Aitken Spence - Elpitiya Plantations Give2Lanka
Alliance Finance Company PLC Habitat For Humanity
Anton (St.Anthony's Industries Group) Harcros Chemicals (Pvt) Ltd
Arpico (Richard Pieris & Company PLC) Hatton National Bank
International Fund For Agri. Development (IFAD) Hayleys - Puritas (Pvt) Ltd
Asian Development Bank - Sri Lanka Hayleys Agriculture Holding Ltd
Berendina Hemas Holdings PLC
Best Seeds Co. (Pvt) Ltd High Vottage PR
BIZ+ (USAID) Hirdaramani Group
Brandix Lanka Limited. HVA Foods PLC
C.W.Mackie PLC Innovative Pesticide Management (Pvt) Ltd
Camso Loadstar
Canadian High Commision International Construction Consortium Ltd
Care International IUCN
Cargills Ceylon PLC Janathakshan (Practical Action)
CBL - Plenty Foods Jetwing Hotels (Pvt) Ltd
CBL Agroprocessors (Pvt) Ltd. JICA Sri Lanka Office
Ceylon Biscuits Ltd Jiffy Products S.L. (Pvt) Ltd
CHEC JIT Group
Child Fund ORG John Keells Holdings PLC
CIC Agribusiness (Pvt) Ltd Lanka Financial Services for Underserved Settlements (LFSUS)
CIC Crop Guard (Pvt) Ltd. Lanka Impact Investing Network (LIIN)
Coca-Cola Lanka Social Ventures
Coca-Cola Beverages Sri Lanka Ltd Lanka Sugar Company Ltd.
Coconut Cultivation Board Lankem Ceylon PLC
Coconut Growers Association Of Sri Lanka, Laugfs Holdings Limited.
Dialog Axiata PLC Leads
DIMO LOLC
Dimo PLC (Agri Machinery Div) Lanka Rainwater Harvesting Forum.
Disaster Management Centre (DMC) Lucky Lanka Milk Processing Co Ltd
DSI Samson Group Ma’S Tropical Food Processing (Pvt) Ltd.
Eastern & Allied (Pvt) Ltd Marga Institute
EDEX - Amana Bank MAS Holdings
Ellawala Horticulture (Pvt) Ltd Millenium IT
Room to Read Ministry Of Finance
Ministry of Irrigation and Water Resources Management World Vision Lanka
Ministry of Mahaweli Development and Environment WUSC
Ministry of Plantation Industries ZOA
46
Ministry of Power and Renewable Energy UN
Monsanto India Ltd UNICEF
National Agribusiness Council UNRCO
National Agribusiness Development Project. USAID
National Livestock Development Board
National Productivity Secretariat
National Water Supply and Drainage Board
National Child Protection Authority
Neptune Recyclers
Nestlé Lanka PLC
Netherlands Embassy
Nidro Supply (Pvt) Ltd
Opex Holdings (Pvt) Ltd
Oxfam
PALM Foundation
Peoples Leasing & Finance PLC
Peragamana Guild
PLAN Sri Lanka
Prima Baking Training Centre
Prima Ceylon (Pvt) Ltd
Richfield Lanka Pvt Ltd
Richlife Dairies Limited
Sampath Bank
Sarvodaya Fusion
Serene International (Pvt) Ltd.,
Siam City Cement (Lanka) Ltd.
Sri Lanka Telecom.
The Carbon Consulting Company
The Ceylon Chamber of Commerce
The World Bank In Sri Lanka
Tissa Jinasena Group
Tropical Life (Pvt) Ltd
Unilevers
Unipower (Pvt) Ltd
Watawala Tea Ceylon Ltd
World Bank Sri Lanka
World Food Programme Sri Lanka (WFP)
47
2) CSR Advisory Committee
Name Company Name Designation
Mr. Ravi De Silva Independent Business Consultant
Ms. Anusha Alles Brandix Lanka Ltd Head- Corporate Social Responsibility
Mr. Romani De Silva Alliance Finance Company PLC
Deputy Chairman / Managing Director
Dr Charika Marasinghe University of Colombo Senior Lecturer.
Dr. Kanishka Weerasinghe Employers’ Federation of SL
3) At Individual Consultations
Name Company Name Designation
Mr. Nimal Premathilleke
Ministry of Megapolis & Western Development
Environmental Specialist / Consultant
(Hon) Patali Champika Ranawaka Ministry of Megapolis & Western Development
The (Hon) Minister.
Ms. Michele Mirchandani Academy of Design
External Relations Manager.
Prof. Ajith De Alwis University of Moratuwa Coordinating Secretariat for Science, Technology and Innovation (COSTI)
Senior Professor, Department of Chemical and Process Engineering Project Director
Mr. Thusitha Molligoda Asian Development Bank Senior Private Sector Development Officer / PPP Focal Point
Dr. Kumuduni Gunasekara.
Coordinating Secretariat for Science, Technology and Innovation (COSTI)
Project Scientist
Ms. Amanda Kiessel. Good Market Sri Lanka Co-Founder / Director
Mr. Nikil Hydramani Hydramani Group Director
Mr. Lakna Paranavithana Ministry of Plantation Industries. Sri Lanka Rubber Secretariat.
Senior Advisor.
Dr Asela Athapattu Sri Lanka Rubber Secretariat Director General.
Mr. Lanka Subasinghe CAMSO Loadstar Director
Ms. Dilrukshi Pathirana Assistant Director Marketing NERD Center.
Mr. Theja N Silva Group Company Secretary/ General Counsel.
Nations Trust Bank.
Mr. Aloka Gunasekara Program Manager Startup X Foundry
Dr. Priyani Amarasinghe IWMI Senior Researcher.
48
Name Company Name Designation
Mr. Jayavilal Fernando SWM Project, Min. of Megapolis
Project Director.
Mr. Felix Thiel IWMI Research Fellow
Mr. Leel Wickramarchchci Aitken Spence Group Director.
Mr. Lakshan Madurasinghe Coca Cola Company Head, Sustainability.
Mr. Susantha Gunawardena Ceylon Biscuits Ltd Group Director.
Mr. Vasantha Chandrapala Ceylon Biscuits Ltd. General Manager, Sustainability.
Mr. Demith Gooneratne Hydramani Group Manager, Sustainability.
Ms. Nilika Tilakaratne CIC Holdings General Manager, Corporate Affairs & Business Innovation.
Ms. Dhanujie Jayapala MAS Capital Manager, Environmental Sustainability
H.E. Eva Van Worsem The Netherlands Embassy Deputy Head of Mission.
Ms. Anna De Silva USAID Project Management Specialist.
Mr. Bhathiya Gunasekara Epic Hospitality (Pvt.) Ltd CEO
4) At Sustainable & Inclusive Business Scan
Agri-food & Business Sector.
Name of Individual Designation Company Name
1 Mrs. Dawn Austin Chairperson Nidro Supply (Pvt) Ltd
2 Mr. Waruna Madawanarachchi
Director/CEO CIC Agri Business (Pvt) Ltd
3 Mr. Aruna Weerakoon Chairman Agro Culture Trends (Pvt) Ltd
4 Mr. J D J Abeysekara General Manager CBL Agroporcessors (Pvt) Ltd
5 Mr. Suresh Ellawala Managing Director Ellawala Horticulture (PVT) Ltd
6 Mr. Shammi Karunaratne
Director/CEO Plenty Foods (Pvt) Ltd.
7 Mr. Ruwan Rajapakse Managing Director Jiffy Products S.L (Pvt) Ltd
8 Mr. Mario De Alwis Managing Director MAS Tropical Food Processing (Pvt) Ltd
9 Mr. Nishantha Jayamanne
General Manager - Agro
Lankem Ceylon PLC
10 Dr. Yasantha Mapatuna Director National Agribusiness Development Project
11 Mr. Samudra Rajapakshe
Head - Strategic Business Development
Hayleys Agriculture Holdings Limited
12 Mr. Navin Adikarama Chairman Lanka Sugar Company (Private Limited)
13 Mr. Fouzer Sheriffdeen CEO Lanka Sugar Company (Private Limited)
14 Prof. Buddhi Marambe Faculty of Agriculture, University of Peradeniya
49
15 Ms. Brenda Barton Representative United Nations World Food Programme
16 Mr. M.Z.A.Latiff Group Financial Controller
Crysbro Group Of Companies
17 Ms. Ashani Basnayake
18 Dr. K Hettiarachchi Additional Secretary (Technology)
Ministry of Agriculture
19 Mr. Tharanga Rajith MD Natural Coffee
20 Mr. Yoshimori Director Natural Coffee
Apparel Industry Sector
Name of Individual Designation Company Name
1 Mr. Chamila Senarathna Divisional Head of HR Ceylon Knit Trend (PVT) Ltd,
2 Mr. Graham Parley Managing Director Polytex Garments Limited
3 Mr. Colin Vose Chief Executive Officer Crystal Martin Garments
4 Mr. Nawaff Mubarak Chief Operating Officer
Timex Garments
5 Mr. Asela Ekanayake Managing Director Gali’s Lingerie (Pvt) Ltd
6 Mr. Stanley Wijesinghe Senior Manager Projects
Quantum Clothing (Pvt.) Ltd
7 Mr. Leonard De Zilwa GM Eskimo Fashion Knitwear
8 Ms. Naadia Buhary Senior Executive Sustainability
Brandix
9 Mr. Aruna Ratnayake Group Accountant Trendywear Ltd
10 Ms. Thushara Wickramanayake
CEO Regal Calibre Group
Tourism Sector
Name of Individual Designation Company Name
1 Mr. Rishard Preena Assistant General Manager - Sustainability Operations
Aitken Spence
2 Mr. Chethiya Perera Managing Director Ceylon Hotel Corporation
3 Ms. Sashika Kaluwahewa Assistant Manager - Sustainability
Jetwing Travels
4 Ms. R P Dharmadasa Consultant - Policy and Program
Sri Lanka Tourism Development Authority
5 Mr. Sarabjeet Singh General Manager Taj Samudra Hotel
6 Mr. Sajith Wijenayake General Manager Aitken Spence
7 Ms. Harshani Samarajeewa
Country Coordinator WUSC / Uniterra
50
8 Mr. Ajit Jayemanne Consultant Director - Project Development
Browns Hotels and Resorts, LOLC Group
9 Mr. Chiral Jayathillake Head of Nature Trails Cinnamon Hotels and Resorts
10 Mr. Rohan Abeywickrema
President ASMET
11 Mr. M B Jayarathna Vice President ASMET
12 Mr. Prebudda Jayasinghe
General Secretary ASMET
13 Mr. Nishad Wijethunga Chairman RTP / Wayfarers Limited
14 Mr. Dhiron Warnakulasuriya
Walkers Tours
15 Ms. Cecilia Jensen Sri Journeys Greener Galle
16 Mr. Anuruddha Bandara Eco Team (Pvt.) Ltd
17 Ms. Madara Kulatunga Khiri Travel
18 Mr. Dimethra Perera Khiri Travel
Other Sectors Expert Group
Name of Individual Designation Company Name
1 Ms. Anna de Silva Project Management Specialist
USAID
2 Mr. Dinantha Thambavita
Resource Development Director
Child Fund
3 Mr. Dulan de Silva Chairman Give2Lanka
4 Mr. Gnanaganeshan Oxfam
5 Mr. Lalith Welamedage Co-founder / Director Lanka Social Ventures
6 Mr. Bandula Wickramarachchi
Secretary Ministry of Primary Industries
7 Mr. Shyam Sundar Board Director Integrated Development Association (IDEA)
8 Dr. M. M. S. S. B. Yalegama
Additional Secretary (Sustainable Development)
Ministry of Sustainable Development at Wildlife
9 Mr. J.A.D. Roshan Assistant Director NPS
10 Dr S P Premarathne Senior Lecturer Department of Economics & Statistics, University Of Colombo
11 Mr. Thusitha Molligoda Senior Private Sector Development Officer
ADB
5) International Experts
51
Name Company Name Designation
Prof. Wayne Visser Kaleidoscope Futures CSR International, UK Migrant Entrepreneurs International
Director Founder Board Member
Dr. Thomas Widger Durham University, UK Associate Professor in the Department of Anthropology
Mr. Michael Van Yperen CSR Netherlands Transition Manager / Business Developer
Mr. Gerard Teuling CSR Netherlands Sector Manager, Food & Agribusiness
6) Board of Directors of CSR Sri Lanka
Name Company Name Designation
Mr. Chandula Abeywickrame (Chairman)
Lanka Impact Investing Network.
CEO
Mr. Rizvi Saheed, (Vice Chairman) Hayleys Consumer Products Ltd
Managing Director.
Mr. Rohan Pandithakoralage Aitken Spence PLC Director, Chief HR Officer.
Mr. Mahesh Wijewardena Singer Sri Lanka PLC CEO
Mr. Keerthi Kotagama CIC Agriculture Holdings Managing Director
Mr. Tharaka Ranwala Sampath Bank PLC Deputy General Manager, Consumer Banking.
Mr. Jithendra Gunathilaka LOLC Head of Finance.
Ms. Shevanthi Jayasuriya Room to Read, Sri Lanka Country Director
Ms. Sanjeewani de Silva Ranasinghe Standard Chartered Bank Head, Corporate Affairs