Build Report
About Hayleys
The Hayleys Group is Sri Lanka’s most diversified conglomerate and a cornerstone of the country’s socio-economic landscape. With extensive business interests across 14 sectors and globally leading market positions in several key business lines, the Group has propelled Sri Lankan industries forward through a relentless focus on innovation, quality, sustainability and broad-based stakeholder value creation.
Leadership & Governance
Strategy
Strategic pillar · 01 / 05
Financial Highlights
A record year for the Group — double-digit revenue growth, resilient earnings and a materially strengthened balance sheet for the year ended 31 March 2026.
Investor Dashboard
ESG Performance Statement
Value Creation
Sectors
Sri Lanka's leading supplier of consumer durables through Singer (Sri Lanka) PLC, and exclusive distributor for P&G products in Sri Lanka and the Maldives.
The leader in the country's transportation and logistics industry, offering the entire gamut of transportation-related services.
Global leader in coconut-shell-based activated carbon and purification solutions.
Manufacturer and exporter of household and industrial gloves, serving 5% of global demand.
Industry pioneer in agricultural innovation, providing a wide range of agriculture-related solutions to the retail and export markets.
Sri Lanka's largest fabric mill and supplier of fabric to leading global fashion brands.
Integrated solutions including solar EPC, renewable energy and mobility through Hayleys Fentons and Hayleys Mobility.
Three leading Regional Plantation Companies that collectively generate 4.5% and 4.8% of the country's tea and rubber production.
Sri Lanka's leading manufacturer and exporter of aluminium extrusions for residential and industrial segments.
Sri Lanka's leading manufacturer and exporter of value-added coconut fibre products.
Hayleys Aventura supplies world-class industrial raw materials and engineering solutions, and generates renewable energy with 54MW of hydro, solar and wind capacity.
Value-added tea exporter Mabroc (Teas) and tea-extract and aroma manufacturer Martin Bauer Hayleys.
The Kingsbury five-star city hotel, NH Maldives Kuda Rah and the Amaya Resorts chain across Sri Lanka.
Hayleys Group Services and Hayleys Business Solutions International, providing BPO and shared services within the Group.
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Data & Insights
ESG
ESG at a glance
Our approach
TARGETS FOR 2030
Each ring shows 2025/26 performance against the Group's 2030 commitments. Swipe or use the arrows to explore the six pillars.
75% renewable energy reached — on track for 90% sustainable energy and a 30% cut in Scope 1 & 2 emissions by 2030.
15 of the 40 target training hours per employee; building toward 100% anti-discriminatory training coverage.
Zero significant work-place injuries.
40% of suppliers screened for environmental and social criteria.
10 of 10 sectors running satisfaction and grievance mechanisms.
668,859 CSR beneficiaries — the 50% increase target met.
Nil compliance incidents — maintaining 100% compliance to relevant laws and regulations.
Internal and external reporting on ESG factors.
Zero tolerance of bribery and corruption.
25% sustainable water sourcing — heading toward the 50% goal.
29% of solid waste recycled, against the 40% target.
100% alignment with safe chemical management practices.
84,115 trees planted in 2025/26, growing biodiversity programmes toward 5× the Group's built area.
Risks & Opportunities
Escalating geopolitical tensions and armed conflicts disrupt global trade and supply chains, driving volatility in commodity, energy and transport costs.
Diversify export markets into non-traditional regions; focused growth in selected markets; value-added, relatively price-inelastic product propositions.
Recovery remains fragile amid global headwinds, policy uncertainty and insufficiently deep debt restructuring, weighing on growth and cross-border transactions.
Reduce domestic dependency through export-orientation; maintain strong relationships with stakeholders, lobby groups and banks.
Financial stress and liquidity shortages in the banking system; from Jan 2028 the Single Borrower Limit falls to 25% of Tier 1 capital, constraining funding access.
Strengthen Board/GMC liquidity oversight; derive Group synergies to manage borrowings; diversify funding via non-banking and offshore sources.
Reduced disposable incomes, inflation and inventory build-up, with geopolitical tensions softening demand across North America, the UK, Europe and Japan.
Diversify across markets and product categories; forward contracts with key buyers; new customer acquisition and distribution networks in key export markets.
Rising raw material costs and potential supply chain disruptions exert pressure on margins and challenge predictability and future planning.
Daily monitoring of raw material pricing; effective inventory management; diversification of supply chains; long-term strategic supplier relationships.
Cyber and ransomware attacks and loss of confidential stakeholder data can lead to legal implications, financial loss and reputational damage.
IT governance policies and structures; Personal Data Protection (PDP) compliance mechanisms; regular employee awareness; robust Business Continuity Plan.
While talent migration has slowed, it remains a key risk, underscoring the importance of continued investment in employees to ensure retention.
Enhance the employee value proposition through retention, welfare and development; proactive engagement; cordial relationships with employee unions.
Geopolitical tensions and volatility in global energy markets place upward pressure on fuel and electricity costs across energy-intensive operations.
Maintain adequate fuel stocks and backup systems for continuity; reduce dependence on fossil fuels by transitioning to renewable energy.
Extensive plantations and agriculture exposure to fluctuating rainfall, rising temperatures and increasingly erratic weather patterns.
Close monitoring of weather patterns and impacts; climate adaptation measures across sectors; strengthened environmental management through certifications.
Key sectors are exposed to increasingly stringent environmental and emission regulations and evolving energy policies.
Engage customers on sustainability demands; gradual transition to renewable energy; targets centred on emission, water and waste reduction.
Ocean and soil erosion, loss of biodiversity and changes to ecosystem balance can raise overheads and affect the quality, quantity and pricing of agricultural inputs.
Processes to identify nature-related impacts and dependencies; embedding environmental sustainability and resource optimisation.
Identified opportunities are a vital input into the strategic planning and budgeting cycle, summarised by strategic pillar.
New industry verticals, regional expansion and growth through acquisitions.
Business diversification including strategic entry to the large-scale supermarket sector, regional expansion into non-traditional markets, and growth through acquisitions.
Deepening value for customers across segments.
Expansion in value-added product and customer segments and strengthened after-sales services.
Building resilient, inclusive value and supply chains.
Expanding presence along the value chain and diversification of supply chains.
Investing in a future-ready, engaged workforce.
Upskilling and learning platforms, mental health and employee well-being, and talent pipeline and succession planning.
Turning the sustainability transition into advantage.
Energy transition, decarbonisation and sustainable innovation.
Way Forward
The global economic outlook remains fluid and increasingly influenced by geopolitical developments. However, the Sri Lankan economy has made significant progress in restoring macroeconomic stability.
The Group's capital structure and enhancement in financial flexibility will allow us to pursue strategic investments and long-term growth targets, while maintaining stable operations and seeking higher-value offerings.
Strategic adaptation to enhance agility, localize sourcing where possible, and actively mitigate global logistical disruptions.
Navigating global volatility through rapid transition to sustainable alternatives and deep process efficiency optimizations.
Leveraging aggressive debt settlement and capitalizing on improving local economic indicators to fuel strategic expansion.
