Chilaw plantations plc

CPL (08 Feb 2011) Page 1

Brief Report: CPL Performance 2010 & Current Affairs 2011

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Head Office: ‘lmarel fijk’, No 165, Puttalam Road, CHILAW. 10250

Colombo Office:

‘ckj;= mshi’, No 320, T B Jayah Mawatha, Colombo 10.

(Dr Sunil Jayasekara) B.Sc (Chemistry Hons, Peradeniya, SL), Ph.D (Queensland, Australia), C.Chem,

Chairman / CEO - CPL Email : sunilj @sltnet.lk


1. Corporate Profile

2. Name: Chilaw Plantations Ltd (CPL)

3. Legal Status: Government Owned Company, established under the Company Act

No 17 of 1982 by the Gazette No 719/15 on 18 June 1992, as per the

provisions of the ‘Conversion of Public Corporations or Government Own

Business Undertakings into Public Companies’ Act No 23 of 1987.

4. Share Holdings: Full Shares (100% ) and the ‘Golden Shareholder’ Status are allotted

to Secretary to the Treasury in his/her Official Capacity, on behalf of the

State of the Democratic Socialist Republic of Sri Lanka

5. Share Capital : Fifty (50) million Shares of Rs Ten (Rs 10/=) and ‘One Golden Share’ of Rs Ten.

6. Registration: PB 703 (Company Act No 07 of 2007)

7. Head Office: CHILAW PLANTATIONs LIMITED, ‘lmarel fijk’, No 165, Puttalam Road, CHILAW.

Tel: 032 5741273, 032 5741260 Fax: 032 2222162 Email: [email protected]

Colombo Office: ‘ckj;= mshi’,

No 320, T B Jayah Mawatha, Colombo 10. Tel: 011 5741903, 011 5741234, 011 5745243 Fax: 011 5577992

8. Bankers: Bank of Ceylon

9. Auditirs: Earnest & Young

Chartered Accountants, 201, De Seram Place, Colombo 10.

10. Company Secretary: Corporate Advisory Services (Pvt) Ltd

No 47, Alexandar Place, Colombo 07.

11. CPL BOARD:

Dr Sunil Jayasekara Chairman / CEO & Board Member

Mr Mahesh Fernando Board Member & Executive Director

Mr K A Shantha R Dias Board Member & Working Director

Mrs Priyangani Liyanage Board Member & Treasury Representative

Mr Chandra Fernando Board Member

Mr DAD Ruwan Danansooriya Board Member

Mr M S M Sakulla Board Member

Mr I M R Widanagamage Board Member


OUR CPL VISION TO Be The Best Scientifically & Profitably Managed

Coconut Based Plantation Company In Sri Lanka

OUR CPL MISSION

To Achieve Sustainable High Profit & Potential Productivity

Through Scientific & Commercial Development of

Coconut Plantation Assets & Resources

By Highly Competent, Empowered, Motivated & Committed Staff

To Benefit All Stakeholders Including Employees, Public, Government,

Present & Future Generations To Partnering With Our Journey

To Attain Sri Lanka as ‘THE WONDER Of ASIA’.

OUR CPL VALUES

WE Value Honesty, Integrity, Sincerity, Commitment, Loyalty, Discipline, and Punctuality

WE Respect Confidentiality, Independency, Transparency, and Spirituality

WE Treasure Innovative, Qualified, and Skilled Professionalism

WE Achieve Our Winning Goals Through Leadership, Empowerment, and Motivation of Our Staff

WE Strengthen Our Teams with Human Resource Advancements

WE Treat Threats and Problems as Challenges and Opportunities

WE Aspire To Be Accepted and Respected

WE Pursue To Be Wanted and Demanded

WE Enjoy Life Holistically and Serving Our Motherland.


3. INTRODUCTION : CHILAW PLANTATION LTD (CPL)

3.1. Land Reform & JEDB/SLSPC Lands more than 50 acres were acquired by the Government in 1974 under the Land Reform Law No 1 of 1972

to the Land Reform Commission (LRC). Coconut Lands in the Kurunegala, Chilaw and Puttalam Districts, were

managed by the LRC and Janawasa Commission were vested to the Janatha Estates Development Board

(JEDB), when JEDB was established under The State Agricultural Corporations Act 11 of 1972 by the Gazette

No 199/1M on 06 February 1976. Subsequently, in 1981, JEDB Board V was established to manage those

Coconut Lands.

Under the privatization policy of State Plantations, by then Government, twenty three (23) Regional Plantations

Companies (RPCs) were established by Gazette No 719/15 on 18 June 1992, under Companies Act No 17 of

1982, by vesting lands owned by JEDB and SLSPC.

Coconut lands in Puttalam District were vested with Chilaw Plantations Ltd (CPL: Reg. N

[N(PBS/CGB)122], while lands in Kurunegala and Gampaha Districts were vested with Kurunegala

Plantations Ltd (KPL: Reg. N (PBS/CGB)128).

3.2. Legal Status of CPL CPL as a Government Owned Company, initially

established under the Company Act No 17 of 1982 by the Gazette No 719/15 on 18 June 1992

(N(PBS/CGB) 122) as per the provisions of the Conversion of Public Corporations or Government Own Business

Undertakings into Public Companies Act No 23 of 1987.

Subsequently CPL was re-registered under the new Company Act No 07 of 2007 with the new Registration

Number as PB 703.

3.3. Private Managing Agent Both CPL and KPL were always profit making coconut companies, with high productive coconut

lands in Puttalam, Kurunegala, Gampaha, and Colombo districts.

But in 1992, then Government under its privatization programme, handed-over the management

of CPL to the Wayamba Plantations Pvt Ltd (WPPL) by an agreement dated 11 June 1992 and KPL

management was handed-over to Lake House Plantations Pvt Ltd (LHPPL), on a ‘Profit Sharing

Basis for Management’.

3.4. CPL WPPL ‘Private’ Management From 11 June 1992 up to 31 May 2008


3.4a. CPL Board: Prior To 31 May 2008 (Before Govt Take -Back Management)

Chairman of CPL Board was the Nominee of the Secretary of Ministry of Plantations.

Chairman (2002-‘08) : Mr Y.G. Wijeratne Additional Secretary, Ministry of Plantation Industries

Managing Director : Mr W.L. Bogtstra Managing Director ( Wayamba Plantation Pvt Ltd)

3.4b. Private Managing Agent (WPPL): 1) Mr S.A. De Silva Chairman - WPPL

2) Mr W.L. Bogtstra Managing Director - WPPL

3) Members (‘Family & Friends’)

3.4c. CPL BOARD: Only attended to ‘provide’ initial approvals to the ‘Budgets’, Capital

Work, Investments & Land Release/Sale Matters.

3.4d. Private Managing Agent (WPPL) Authorized To Attend : 1) All Recurrent Expenditure and management of CPL estates, assets, etc.

2) Staff Appointments & Termination

3) WPPL Managing Agent Fee was Based on ‘40%’ PROFIT Share Earned

During the period of WPPL Private Managing Agent

1) No Investment on fertilizer, New or Under Plantation

2) No Building Maintenance, No Fences

3) No Machinery Vehicle Investment

4) Many Court Cases, Pay Lawyers Fees, BUT Later High Compensation

5) Short Term Profit Making

6) Spent Money on ‘Socio-Political’ Authorities to Keep The Private Mgt.

Hence

1) WPPL Not Invested Single Rupee. ONLY Managed as Coconut was/is Always Profitable !!!

2) WPPL Management Expenditure Also from CPL Budget..

3) Without Investment, WPPL GOT Rs 118 Millions as ‘Management Fee’ from 1992 to 2008

4) Further, WPPL ‘received’ Rs 124 Mn as ‘Compensation’ for early termination of Management

Agreement to avoid ‘tactical’ legal delays by WPPL against the Govt take-back of management.

5) WPPL utilized CPL funds for High Legal Fees, Even ‘Against’ the Govt during legal proceedings to

‘avoid/delay’ the take-back of the Management !!!

6) WPPL Mgt Fee 40% up to Profit Rs 16 Mn, 2.5% Between Rs 16-80 Mn, 20% Over Rs 80 Mn

3.4e. ‘Deficiencies’ of WPPL Private Management:

During Private Management, as the Management Fees were based on ‘Profit Share’, WPPL

‘Purposely Neglected Essential’ Medium-Long term Development such as :

1. Few Under or New Plantings 2. Less/No Scientific use of fertilizer

3. Poor management of Fences, Buildings, Roads, etc. 4. Poor Public Relations

5. Poor Staff Remunerations & Welfare 6. Legal issues, Staff Dismissals/Unrest,..

3.4f. ‘Efficiencies’ of WPPL Private Management:


Some positive aspects of Private Management were the emphasis to increase profit as Management Fee was on

profit level, minimum number of staff level, high staff discipline, minimum or no socio-political interferences to

management, safe guard of lands/assets without ‘giving’ to private individuals and even not releasing to Govt

infra-structural development programmes, etc..

3.5. ‘Delaying’ Legal Tactics by Private Managing Agents However, since 1994 as a policy, subsequent Governments decided NOT to privatize the two

Coconut Plantation Companies due Strategic Importance of Coconut as a Food Crop, importance of

lands in highly populated districts, lands for public infrastructure developments, etc., and initiated

steps to terminate Management Agreements and take-back the management to the

Government.

But Private Managing Agents (WPPL and LHPPL) were able to continue their management by

resorting to delaying ‘tactics’ such as arbitration/legal/court injunction process for long delays, lack

of exit clauses in agreements, facilitations by ‘interested’ authorities, etc..

However, after continued honest and dedicated strategic efforts of few, the Government was able

to take-over the management of KPL from private LHPPL on 01 June 2005.

But the Private Managing Agent WPPL, ‘tactically’ continued the management of CPL by resorting to long

delaying legal/arbitration process and ‘lobbying’ against take-back.

3.6. SEMA Strategic Intervention Private Management Take-back to Govt Adhering to the ‘Mahinda Chintanaya’ SEMA was established under Article 33 of the Constitution by

HE The President on 24 April 2006, ‘to manage twenty selected State Owned Strategic Enterprises

(SOSEs)SOSEs, including seven state plantations, as commercially viable autonomous enterprises,

without a burden to the Treasury, whilst being mindful of the expectations of the general public’,

utilizing Our five inherent strengths of ‘Naval, Aviation, Commercial, Energy, and Knowledge’ for

Our Motherland Sri Lanka to be ‘The Emerging Wonder of Asia’.

With the establishment of the SEMA under the President’s Office, SEMA Directorate noted that the

WPPL ‘tactic’ of keeping Palugaswewa and best productive/profitable land with WPPL and releasing low

productive and profitable dry zone coconut estates to the Government management under CPL.

Hence SEMA quickly intervened the on-going negotiations, since 10 April 2007, with a clear strategic

emphasis for early termination of Management Agreement, considering the commercial benefits to Govt-CPL

and related socio-economic beneficial development programmes, to avoid further delays in legal/arbitration.

3.7. Successful Take-back of Management Again To Government


SEMA with the consent of HE The President was successfully negotiated and the recommendations were

approved by the Cabinet of Ministers on 27 July 2007 for early Termination of the Management

Agreement with the WPPL from the savings of the CPL, by a compensation package Rs 124 Mn to WPPL,

from the savings of the CPL, as per Memorandum of Settlement (MOS) approved by the Attorney General,

SEMA, Ministry, and the CPL.

Finally WPPL conceded and handed-over the management back to the Government on 31 May

2008 and the Board of CPL, appointed by the Government (Secretary of the Treasury being the

owner of the Shares of the Company-CPL) is managing the company since 01 June 2008, after

16 long years of Private Management under the WPPL with ‘delaying legal tactics’.

3.8. Assets of CPL

Total Land Extent 4,678 ha (11,555 acres) Total of 104 Estates

Coconut (4,218 ha), Cashew ( 500 ha), Coconut Palms (392,889 No)

Eight (08) Main Area Estates under Eight Superintendents and SDs, FOs, OIC, & Watchers

3.9. Value of CPL: Assets & Estimated Land Value:

a. Best High Productive Coconuts Lands (Marawila) in Sri Lanka.

Estimated. Value More Than Rs 11,000 Mn

b. Palugaswewa Estate (1,491.48 ac) in Chilaw, is considered to be the Largest Single Unit of

Coconut Land in the World with High Yielding Genetically Superior Best Coconut Cultivars.

c. High Valued Lands (68 acres Estimated Value of Rs 680 Mn or More) in Negombo, Chilaw,

& close to other Towns for Housing & Urban Development Projects.


3.10. New Ministries To strengthen the management programmes with transparency, competitiveness and quick commercial

decision making process SEMA was established under Article 33 of the Constitution by HE The

President on 24 April 2006 and subsequently on 29 January 2007 five state plantations (JEDB, SLSPC, EPL,

KPL, and CPL) were vested under a new Ministry of Public Estate Management & Development (MPEMD).

Considering the successes and achievements, with the election of the new Government in May 2010, a new

Ministry of State Resources & Enterprise Development (M SRED) was established by expanding the

number of enterprises to twenty six (26), with the inclusion of six State Plantations (JEDB, SLSPC, EPL, KPL,

CPL, and SL CC), as per the ‘Mahinda Chintanaya 2005 & Vision for the Future 2010’ .

With the revision of Ministries in Nov 2010, HE The President established the new Ministry of

Coconut Development and Janatha Estates Development (MCDJED) and vested the CPL and KPL

together with the other main three coconut organizations: Coconut Research Institute (CRI),

Coconut Cultivation Board (CCB), and Coconut Development Authority (CDA) considering the

Agricultural-Social-Economical-Environmental-Political importance of the Coconut Industry in Sri Lanka.

4. Development under Govt Management since 31 May 2008

Since June 2008, CPL Management with the assistance and guidance from the Ministry and SEMA,

implemented several beneficial strategic management initiatives and achieved anticipated results with

increased coconut production, increased profit, enhanced staff productivity and discipline, etc..


12. Performance / Achievements during 2 010

12.1 Profit: With the appointment of new Board since May 2010, the development aspects were

continued vigorously with emphasis on Scientific Basis and open-transparent management programme, but

with strict discipline, resulting increase in coconut harvest, specially fallen nut collection and increase in

overall profit.

Year Profit / (-Loss) 2002 55,103,098

2003 50,177,420

2004 49,483,861

2005 46,719,140

2006 36,902,011

2007 105,403,477

2008 134,508,992

2009 98,097,427 2010 Nov. 135,153,000

2010 Est. ~ 145,000,000

Profit increased significantly since January 2006, after the new Government under ‘Mahinda Chintana’, as the

Ministry-SEMA-CPL Board intervened the Private Management with strict control of ‘Private Management’

expenses, resulting Rs 105 Mn in 2007 compared to Rs 36 Mn in 2006 & Rs 134 Mn in 2008.

Compensation of Rs 124 Mn paid to Terminate the Management Agreement, was able to obtain from

the profit achieved during the 2008 itself. Profit is increasing since 2008 compared to 2006 levels, while the

management spends funds on under-new planting, maintenance of buildings/machinery, etc. after 2009.


12.2 Coconut Production: Harvested coconut production is increasing since 2008, after

the Govt Management from 16.2 Million nuts in 2008 to 18.26 Million nuts in 2010.

In 2010, CPL recorded a comparatively High Coconut Harvest of 18.3 Million Nuts, which was

mainly due to dedicated & efficient collection of ‘all’ Fallen Nuts with reduction in ‘Theft’ due

to strict management supervision since June 2010.

Although the coconut yield during 2010 recorded a decrease of 1% compared to year 2009,

resulta is a significant achievement of CPL Management, since the National Coconut

Production during 2010 was reduced by - 12%, while Other Govt & Private Coconut Estates

recorded a Reduction of - 9% or more !!!.

Hence ‘Actual’ CPL Coconut Yield for the year 2010 could be considered as an ‘increase’ of + 10 %

compared to 2009 !!!

Year Yield Nuts

2002 15,032717

2003 17,585652

2004 18,354602

2005 14,391265

2006 17,070323

2007 17,815317

2008 16,280051

2009 18,632247

2010 18,266,278


Annual Rainfall (mm) CPL Estates

Years (Rainfall mm)

CPL Estates 2005 2006 2007 2008 2009 2010

Bingiriya 1,869 2,442 1,598 1,913 2,051 1,826 Chilaw 2,845 2,058 847 1,662 1,277 1,652 Divulapitiya 1,996 2,433 1,815 2,476 1,675 1,873 Madampe

1,408 997 2,585 1,734 2,122

Nikewaratiya 1,201 2,389 671 1,557 1,295 1,452 Palugaswawa 1,019 1,197 902 1,000 931 1,619 Puttalam 624 1,378 798 1,190 866 1,500 Mangalaeliya 674 1,060 685 1,534 845 1,019

Annual rainfall received within CPL estates clearly show that the total rainfall levels during the year

2009 was about 20-40 % lower than the 2008. It is essential to note that total ‘life’ period of a

mature coconut from its primodial initiation up to harvest is about 48 months consists of mainly

three growth phases.

Phase I (Hidden-Primodial Phase):

About 24 months within the coconut stem from primordial initiation

up to visible opening of coconut flower.

Phase II (Partly Visible-Flowering Phase):

Another 12 months period involves from flower opening to nut

setting through fertilizations of the Female nuts from the male

pollens at the ends of flowers stems.

Phase II (Visible-Nut Maturing Phase):

From Nut settings to harvest of mature coconut takes another 12

months.

Hence water deficit (drought or dry weather) could effect any one of the above waster sensitive

growth stages, resulting a reduction in final harvestable mature coconut production. Research studies

indicated that the effect would be about 30% at each growth phase.

Data presented in the Graph below clearly show that the low Rainfall from 2008 to 2009 follows the

reduction of national coconut production from 2008 through 2009 up to 2010 affecting whole

three years of all three growth phases (similar reduction pattern of two arrows-Rainfall & production).


TWENTY (20) POINT Scientific Development Strategies (2010 June - 2011 - 2015)

1. Scientific and Commercial Management to Achieve Sustainable High Yields and Profit

by Honest, Dedicated & Disciplined Management Programmes with Recognition, Rewards,

Incentives, ‘Deterrents & Punishments’, etc..

Focus to Achieve 5% Annual Growth in Coconut Yield and Profit, up to ‘Potential’ Levels.

2. 2a. Scientific use of Fertilizer (Bio-Organic-Chemical) to provide Yield Limiting Nutrients for

High Nutrient Efficiency and Cost Effectiveness with High Return of Investment (ROI),

based on Leaf-Soil Analysis, as Recommended by CRI - Differential Fertilizer Recommendation

(DFR) Package.

2b. Facilitate CRI Pest Management Programmes to Benefit CPL Coconut Plantations also,

specially establishing Predator Breeding & Releasing Laboratories at Strategic Locations for

Biological ‘Control/Management’ of Aceria Mite (Aceria gurreronis), specially prevalent in

Puttalam and Kurunegala Districts.

2c. Value Added Product manufacturing and marketing as per CRI Inventions/developments (e.g.,

Coconut Paste to reduce waste of domestic coconut milking process with enhance inclusion of

fibre in diets.)

3. Planting Only Genetically Superior High quality Seedlings under strict scientific guidance of CRI scientists

and Implementation of Appropriate - Beneficial CRI Field Recommendations.

Conduct Win-Win Beneficial Applied Collaborative Projects with CRI (Cultivars, Fertility, Pests, etc.).

4. Daily Collection Fallen Nuts, effectively/efficiently (Mornings & Afternoons) with

Incentives/Rewards and Surprised Checks & Penalties (Heap Checks & Field Checks).

5. Mulching of ALL Productive Palms to alleviate water stress and N-Fixing Cover Crops & NFTs.

6. Disciplined Field Management to maintain highest agricultural standards recommended by CRI.

7. Strict maintenance of Fences & Boundaries to ‘Stop / Reduce’ Loss of coconuts by Thieving.

8. Growing of High Return Perennial Crops such as Rambutan, Lemon, Cashew, Banana, etc..

9. Establishment of Commercial Nurseries to enhance Income (Coconut, Cashew, Fruits, etc..).


10. Planting of Timber Trees (Teak, Mahogony, Areaconut, etc.) along Boundaries as future investment.

11. Under ‘Api Wawamu Rata Nagamu’ Food Self-sufficiency Programme, facilitate planting of Fruit

Trees and Vegetables by Staff within the allocated area around Quarters and Selection of Best

Productive Home Garden. HR Housing/Water/Health/Sports & CSR-Neighbour Vegetable Seedlings:

12. Growing specific short-term cash crops such as Manioc, Maize, etc..

13. Livestock Projects with NLDB (National Livestock Development Board).

14. Assisting Estate Staff and Neighboring Villagers to enhance their Agricultural/Fruit/ Vegetable

Production with other organizations such as CCB, Dep’t of Agriculture, etc..

15. Commencement of Dry Coir Processing Projects as innovated by CRI and Dr Ray Wijewardene.

Limited scale Copra & Oil Processing. After Improving Agricultural Production, which is the Core

Strength of CPL, Profitable Processing and Value Addition Projects also would be initiated.

16. Growing Glyricidia as Nitrogen Fixing Tree (NFT) and N-Fixing Cover Crops to save

Chemical N - Fertilizer and organic matter.

17. Establish Dendro Power Project using Glyricidia as Energy Source : ‘Saru Alliya & Gaman Alliya’.

18. After Land Use Classification with CRI, ‘released’ Unproductive/Unutilized/Under Utilized lands to

Private Entrepreneurs (Small/Middle Professionals) to BOI as requested/advised by the Treasury &

Ministry of Economic Development. Further, continued the WIN-WIN Public-Private-Partnership (PPP)

Projects adhering to Land Development Policy Guidelines as evaluated/approved at the Monthly Ministry

Land Committee Meetings, as approved by the SEMA (President’s Office) and implemented since

August 2006 with the approval of the Ministry and consent of the HE The President at the Cabinet

Sub-Committee on Lands for Enterprises.

With the new development policy, all coconut estates and lands would be developed as a priority with the

establishment of appropriate coconut based industries.

19. Provision of Increased level of DIVIDENDS to Treasury with the Increase in Profit.

Rs 30 Mn in year 2009 and Rs 75 Mn in year 2010.

20. Achieve National Productivity Awards within Two years (by 2012) by implanting Best

Management Practices such as 5S, Kaizen, Six Sigma, ISO Standards, with Enhanced Staff

Motivation AND establish a CSR (Corporate Social Responsibility) FUND to Assist

relevant Public and Social Organizations.


1. Past CPL BOARD ( 16 March 2007 - May 2008 - 17 May 2010) 01. Mr Panduka Jayasinghe Chairman / CEO & Board Member

02. Mr Angelo Fernando Executive Director & Board Member

03. Mr O Rukman Fernando Working Director & Board member

04. Mr G C N Fonseka Treasury Representative & Board Member

05. Mr S C S Fernando Board Member

06. Mr T H Sandaruwan Perera Board Member

07. Dr N Perera Member (28 March 2007 - 19 May 2009)

08. Mr K D Peiris Member (19 May 2009 - )

09. Mr O C Jayawardena Member (28 March 2007 - 30 Jan 2008)

** Mr Srilal Gunasekara General Manager (June 2008 - Aug 2 010)

2. Present CPL BOARD (Since 18 May 2010 & upto 2012 as well)

1. Dr Sunil Jayasekara B.Sc (Chemistry Hons, Peradeniya), Ph.D (Queensland, Australia), C.Chem.

Chairman / CEO & Board Member

1a. Chairman / CEO Chilaw Plantations Ltd (CPL) Since 18 May 2010 To date

1b. Senior Consultant (Part Time) – Plantations SEMA Since 20 June 2010 To date

1c. Director Plantations, Strategic Enterprise Management Agency (SEMA), President’s Office.

2006.06.01 - 2010.06.20

1d. Chairman & Managing Director ANCL - Lake House 2005.12.12 - 2006.05.30

1e. Chairman, Tea Research Board - TRI, Talawakelle 2004.07.28 - 2005.12.11

1f. Director Plantations, Chilaw Plantations Ltd 2002.03.01 - 2004.07.26

1g. Chairman / CEO, Coconut Cultivation Board (CCB) 1994.09.27 - 2001.12.07

1h. Soil Scientist – SPND, Coconut Research Institute (CRI) 1978 - 1994

Experience: 34 Yrs Public-Private Service

( ~10 Yrs as Chairman/CEO, ~24 Yrs as Senior Executive)

2. Mr Mahesh Fernando Board Member & Executive Director .

3. Mr K A Shantha R Dias Board Member & Working Director .

4. Mrs Priyangani Liyanage Board Member & Treasury Representative

5. Mr Chandra Fernando Board Member

5a. Rtd. Inspector General of Police (IGP), Senior Advisor to HE The President

6. Mr DAD Ruwan Danansooriya Board Member

7. Mr M S M Sakulla Board Member .

Mr I M R Widanagamage Board Member ‘


CPL Senior Management Staff (@ 08 Feb 2012)

1. Dr Sunil Jayasekara Chairman / CEO

B.Sc (Chemistry Hons, Peradeniya, SL), Ph.D (Queensland, Australia), C.Chem,

2. Mr Gunasena Hewawithrana General Manager

BA (Sri Jayawardenepura, SL), MSC (Speyer, Germany), SLAAS (Class I)

3. Mr D.G.A.R De Silva AGM Plantations

Dip Agri(SOA,Kundasale,Kandy), Dip Gemology(Uni Moratuwa),

Dip Pig Husbandry(Barnevald College,Netherlands),

Dip Feed Milling(Barnevald College,Netherlands),BSc Plantation Mgt(External)(Wayamba Uni).

Participated in Refresher Course in Management and Small Livestock in Vietnam.

Farm Machinery and Equipment Course in Anuradhapura.

Meat Processing and Further Processing Course in Philippines.

Chairman of the Ceylon Planters Society Chilaw Branch.

Ceylon Planters Society Office Bearer.

All Island Justice of Peace.

NetherLands Alumini Association Member

Barneveld College Alumina Association Founder Member.

Foreign Development Committee Ministry of Livestock.

Feed milling Development committee ministry of livestock.

Experience 28 years in the Agriculture,Livestock,Diary and Plantation Sector of Sri Lanka.

4. Mr S Baskeran AGM Administration

5. Mr Rohan Ratnayake Senior Accountant

6. Mr W Leonard D Fernando AGM Engineering

7. Mr Wimal Hemachandra Chief Internal Auditor


8.1 Mr S K D Gunawardene Superintendent, Palugaswewa Estate

8.2 Mr B Hettiarachchi Superintendent, Divulaptiya Area Estates

8.3 Mr A Dissanayake Superintendent, MangalaEliya Area Estates

8.4 Mr W M P Weerasekara Superintendent, Chilaw Area Estates

8.5 Mr A A S W Herath Superintendent, Nikaweratiya Area Estates Superintendent,

Bingiriya Area Estates

8.7 Mr J H Fernando Superintendent, Madampe Area Estates

8.8 Mr C Dias Superintendent, Puttalam area Estates

Mr B M U B Basnayake Superintendent, Livestock

CPL SWOT ANALYSIS: Strengths - Weaknesses & Opportunities – Threats

STRENGTHS (Internal) WEAKNESSES (Internal)

01) Highly suitable landscape & soil for coconut

plantations and other crops

02) Availability of lands for development of main

product - Coconut

03) Opportunities for crop diversification

04) High valued assets & Large Coconut Estates.

05) High Valued urban lands for infrastructure

developments

06) Potential for Intercrops, Livestock, Cashew,

Timber Plantations.

07) At present all Area Estates of the company are

running at a profit

08) Assured profit due to high coconut prices.

09) Availability of reserve investment funds for new

Investments and development

10) Govt Owned Business with organized

management structure

11) Quality of coconut/copra is above standards

01) Low palm density, resulting low

yields. Senile palms..

02) Poor re/under planting program

03) Non availability of proper cadre

system and human resources

development scheme

04) Poor capital assets management

05) Unutilized lands

06) No value added products.

07) Private Mgt until May 2008

resulted in Less Under Planting &

Infrastructure Maintenance.

08) Dependence on basic market as a

supplier of raw materials (fresh

nut, copra, husks, trees, )

09) Poor marketing and product

development programmes

10) Scarcity of labour and low

productivity


OPPORTUNITIES (External) THREATS (External)

01) No product competition (Coconut has less

substitutes in Sri Lanka)

02) No new entrants to the market

03) Market share is assured

04) Potential for Intercrops, Livestock,

05) Harvestable Teak Timber.

06) High Valued Lands in Urban Populated Districts

for high return profitable projects.

07) Increase local and world demand for natural oils

08) Ability to use the unutilized lands for other

investment opportunities

09) Demand for wide spectrum of coconut products

Coconut kernel, milk, oil, husks, fibre, timber, etc.

10) Demand for genetically superior high quality

coconut seedlings.

11) Increase value of lands for development activities

12) Increase demand for livestock projects

01) High price fluctuation in the market

02) Utilization of Inorganic fertilizer is

adversely affecting the COP due to

world market prices (Petroleum

price levels and devaluation of

rupee value)

03) Changes of the weather patterns

affects the production and it is an

uncontrollable factor

04) Non availability of trained labour

and reluctance of youth for the

industry, specially picking, husking,.

05) Varying trade and tax policy for

importation of palm oil, which a

competitive substitute for coconut

oil.

06)

CPL Thrust Areas

1. Profitability

2. Productivity

3. Management

4. Marketing

5. Product Development

6. Human Resource Advancement

7. Corporate Social Responsibility

8. aa

CPL GOALS, Objectives, Strategies,

Time Line – Responsibility, KPrIs / KPeIs

1. Thrust : Profitability

GOAL 1……

Objectives

Strategy… To Achieve GOALS