Mineka Wickramasingha: 50 years at Munchee
A compilation of a remarkably inspiring business journey of “An Inexorable Intellect” with exceptional entrepreneurial prowess who elevated himself to an adequate mental stature to perceive life and business with a higher level of personal and organisational consciousness, that empowered him from within, to steer and transform his company to what it is today … a multidimensional business conglomerate contributing constructively toward the socio-economic development of Sri Lanka and a better living to its entire workforce.
This is the story of Mineka Wickramasingha, President Emeritus Ceylon Biscuits Ltd (CBL) who shared his beginnings, the challenges he faced and the astounding progress of the group in his 50 years with CBL with the writer.
“My story of an intrepid journey with CBL begins when my father suggested that
I join him at Williams Confectionery, which he owned. To gain knowledge about biscuit manufacturing I went to India for training, spending four months in two factories. On the advice of my father’s friend, I subsequently went for further study and training to UK and I successfully completed two years of study at the University of South Bank. I then had a short stint at Peek Freans and later a three month training in McVitie & PriceUK, which inducted me into automated operations and modern techniques.
On my return to Sri Lanka I agreed to join Williams only after the existing Production Manager left the company, which took place after four months of my arrival from UK. Thereafter, I took charge of production. Expansion was now the current thinking in the company. The industry in Sri Lanka was dominated by a biscuit manufacturer which started in the early 1950s and was the first to mechanise their factory.
Sheer enthusiasm
I used to get pumped up every time I passed that place. I realised if our competitor brought down prices even by a small amount we would have to close shop.
Regardless of the fact that frustrations threw me down many a time I woke up like an ‘Invincible Warrior’ with a highly positive mental attitude facing these adversities with courage and confidence. “Fortune favours the determinants” is a philosophy I still believe in. Yes…. opportunity came my way. I wanted to revolutionise the food manufacturing industry.
At this point of time many complaints about adulteration of the glass of milk and the unpalatable bun given under CARE (An American humanitarian NGO) programme prompted the authorities to request the biscuit manufacturers to formulate a high-nutritional biscuit. Other biscuit factories refused, I saw the potential and seized the opportunity.
Overcoming all obstacles that came my way I continued experimenting, undauntedly successfully producing a high nutritional biscuit. The pilot projects to supply biscuits at Maradana and Kuliyapitiya were given to us with the promise of the main contract. However, to my astonishment when the contract was to be handed over there were objections raised by other manufacturers demanding the implementation of a tender procedure.
Helping a rival company
However justice prevailed, we won the tender and when the contract was awarded to us, the then Secretary to the Ministry of Education requested if we can give our rivals a part of this massive programme. I promptly agreed and offered them 1/3rd of this huge contract.
We were encountering turf terrain with financial constraints obstructing our progress despite the fact that opportunity stood at our very doorstep. Selling Williams’ assets were insufficient. Cash inputs had to be enhanced and I sold all available assets such as vehicles and surplus land but it still wasn’t adequate. I gave over the distribution of Williams Confectionery to Messrs. E.B. Creasy & Co with the understanding they would also take over the distribution of the biscuits of the new company – Ceylon Biscuits Ltd and would take a substantial percent in equity. A state bank refused Williams to guarantee the L/C to the foreign suppliers and wanted 100 per cent down payment. From the beginning we bumped into roadblocks and now and then another obstacle had to be overcome. However, Messrs. E.B. Creasy came to our rescue.
E.B. Creasy entry
Thus Ceylon Biscuits Ltd was formed with the equity ratio of Williams 30 per cent, E.B. Creasy 30 per cent, friends and relatives 30 per cent and 10 per cent for investment by the workers.
On July 28, 1968 the factory commenced production on a three-shift basis from day one and still continues.
The liberalisation policy of 1977 broadened our visions and business aspirations to astoundingly high levels. Expansion was very much the thinking at Ceylon Biscuits, seizing this opportunity to expand our domestic market by investing in new plant and equipment to realize this vision.
We negotiated with Associated Biscuits to buy over Creasy’s equity of 30 per cent and produced Huntley Palmers Cream Crackers and Wafers.
With the dawn of the new Millennium, we acquired Lanka Soy and also bought a ‘State- of- the- Art’ cracker plant despite a market study that discouraged the investment. We expanded not only in biscuits but in allied confectioneries, to wafers and chocolates and subsequently to cakes, Swiss rolls, etc.
Extending the business acumen with the intention of caring for businesses that required support for growth and sustainability, we stepped out of our comfort zone in the biscuit business taking controlling interest of Cecil Foods and Plenty Foods of Samaposha fame. We are now number one in biscuits, chocolates, cakes, Samaposha, and Soy products.
Industry cannot remain stagnant
What have we learnt from our experiences? An industry cannot remain stagnant. It must either grow upwards or slide down. Complacency would otherwise set in.
Whilst it is knowledge skills and competencies in a particular production mechanism that brings success, Ceylon Biscuits firmly believes that it is ‘INNOVATION’ that would drive an organisation to a new dimension in business intelligence and exceptional standings. With this in mind we introduced to the market Date Cookies, Current Cookies, Milk Short Cake and Coconut Crunch which is now sold as Hawaiian Cookies. Additionally, we introduced many other new products to the market – Glucofit, Curry Puff, Savouries, Tiffin Onion, etc. In chocolates we were the first to introduce Chocolate Fingers and the only one manufacturing Pebbles which were earlier dominated by imports.
We are fairly big at the moment, financially strong and extremely stable, presently recording a turnover of over Rs. 30 billion with 8-9 factories including a factory at the Biyagama Free Trade Zone mainly for export.
With the aim of keeping CBL footprint off shore and bringing economic benefits to Sri Lanka, we have successfully commenced production in Bangladesh. At this factory, Chocolate Coated Wafers and new biscuit varieties are being successfully produced and we have drawn plans for expansion. We have also invested in Myanmar which is our latest addition.
Exports to 60 countries
CBL exports to over 60 countries earning valuable exchange. There are many emerging markets we intend to further explore.
“YES”, it was good at Ceylon Biscuits where I had the opportunity to accept challenges, to overcome obstacles and roadblocks, and strengthen my beliefs that I can do it, perhaps even better. Yes “better it was”, as I was a step ahead preventing being submerged by my success and caged in a comfort zone. I was proud, proud of Ceylon Biscuits - its success, its achievement, its triumphs but above all to be One- One with the group - the family of one, the “MUNCHEE PAWULA”
CBL today is a “New Age Organisation”, acknowledging the fact that new leadership paradigms will have to emerge in dramatically changing business environments and needs to understand and accept the fact that patterns of hierarchical leadership that exist today are unsuitable to function effectively in this rapidly changing business complexities.
I always led from the front even at a strike. The sincerity of purpose and the attitude definitely is a force that helps to reach out to the people.
I had a burning desire to be number one. However, having maintained the relationship I had with my workers and protecting that was the most required business equilibrium that enabled unhindered progress. Despite the fact that I was very strict and pulled up workers, eventually I put my hands around any worker (who had been given a sample of my wrath), to prove no malice.
You must feel for the people. CBL leaders exercise a non-coercive influence to lead their people not on a human to sub-human level, but on a human to human basis. I feel for my workers. I feel they are a part of us. We are one.
Today, in its modernity CBL prioritises in creating strategies and action plans to mentally set our minds for attitudinal, cultural, operational and infrastructural changes that has helped CBL take a quantum leap in business efficiencies to be ahead of the competition.
In the business world we see dramatic changes. Power is shifting at an astonishing rate that world leaders are swept away by unforeseen obstructive events … challenges that cannot be overcome with the application of pragmatic thinking skills, a common order of logic and understanding or power.
I would define management as the application of common sense with integrity and dictated by an inner consciousness of truth.
Clean bottom line
This means that it is not only the bottom line that is important, but also that we have achieved the bottom line without ruthless exploitation and unethical maneuverings.
Let me relate my experience at a JVP strike: An activist of the parent union requested me to address the strikers and solve the impasse. Could you imagine that at strike time when I stepped out to the road, the striking squatters at the entrance who were preventing free movement of people and vehicles, all stood up! Why? It is the sincerity and dedication to the industry. In another incident, we showed no bias or discrimination and sent the Union Secretary to Japan for study and training.
I am proud to say that our factories are not imposing buildings but are living entities pulsating and emanating good vibrations.
We are a caring organisation, just as we care for our people, so are we generously engaged in helping and supporting the needy through several of our CSR activities.
We began our journey with a truly caring thought of the Sri Lankan children and providing nutrition through biscuits using our knowledge in food science to help resolve a national problem.
Helping the farmers, uplifting the differently-abled, supporting entrepreneurs, child care/elder care programmes and infrastructure development are areas we’ve been involved in.
CBL takes its CSR efforts seriously and has conducted many at national level and community level programmes and schemes to support the varied requirements and groups.
Since Sri Lanka is an agro-based economy, it is vital that we help and support the small-time farmers and traders who can play an important role in the development of the economy just as the corporate community does.
Eradicating cause of charity
We don’t believe in charity…we believe in eradicating the cause of charity.
CBL’s success is due to all - the Munchee Group, the directors, senior managers and the entire staff of our establishments.
That indefatigable energy and refusal to take ‘no’ for an answer and a vision that has stamped itself on all aspects of the company helped me conquer tough adversities that revealed and helped to take CBL into what is clearly describable as the golden years.”
(This article was forwarded by the company to mark Mr. Wickramasingha’s
50th year with the CBL)