Royal Ceramics - 2016

ROYAL CERAMICS LANKA PLC
ANNUAL REPORT 2016/17

GEARED TO GROW
AT ROCELL WE’RE VERY USED TO DOMINANCE IN OUR FIELD. LONG RECOGNIZED
AS SRI LANKA’S PREMIER MANUFACTURER OF TILING SOLUTIONS, WE HAVE
NOW EXPANDED OUR BUSINESS INTERESTS INTO A NUMBER OF KEY GROWTH
SECTORS, INCLUDING WALL AND FLOOR TILES, BATHWARE, ALUMINIUM
EXTRUSIONS, PLANTATION, PACKAGING AND FINANCIAL SERVICES.
IN EACH OF THESE SEGMENTS WE HAVE SET OUT TO MAKE OUR MARK AS
A FAST GROWING DIVERSIFIED CONGLOMERATE ASPIRING TO REPRESENT THE
HIGHEST STANDARD OF BUSINESS EXCELLENCE IN SRI LANKA.
THIS YEAR WE ARE PROUD TO ANNOUNCE OUR CROWNING ACHIEVEMENT

OF REACHING A LANDMARK IN REVENUE, IN ADDITION TO ACHIEVING THE
NUMBER ONE RANKING FOR PROFITABILITY IN THE LOCAL MANUFACTURING
SECTOR. THE YEAR UNDER REVIEW ALSO SAW OUR COMPANY INVEST
EXTENSIVELY INTO FACTORY EXPANSION AND PRODUCT DIVERSIFICATION WHILE
EXTENDING OUR GLOBAL FOOTPRINT TO PAKISTAN, ACHIEVEMENTS THAT WE
CONSIDER EVEN MORE SIGNIFICANT IN LIGHT OF THE CHALLENGING BUSINESS
ENVIRONMENT WE WORK WITHIN.
VALUE CREATION FOR OUR STAKEHOLDERS REMAINS OUR PRIMARY FUNCTION

AND WE BELIEVE THAT TODAY’S INVESTMENTS WILL DELIVER RESULTS IN THE
YEARS AHEAD, FOR WE ARE EAGER TO EXPAND, READY FOR THE FUTURE AND
GEARED TO GROW.
→ This annual report is available in the online:

http://rocell.com/index.php?route=event/report&doc=1
Contents
2 Management
Information
Chairman’s Message 10
Managing Director’s Review 12
Board of Directors 16
Management
1 3
Corporate Management 20
About the Discussion &
Company Analysis
About this Report 4 Value Creation Model 22
About the Company 5 Stakeholder Engagement 23
2017 Group Financial Highlights 6 Capital Management Report 27
Our Businesses 8 Group Operational Review 44
Operational Review - Subsidiaries 46
Operational Review -
Associate Companies 61
Branch Network 64
2
5 Financial
Statements
4 Corporate
Governance
Financial Calendar
Independent Auditors’ Report
Statement of Financial Position
90
91
92
Statement of Profit or Loss 94
Corporate Governance 66 Statement of Comprehensive Income 95
Risk Management 71 Statement of Changes in Equity -
Annual Report of the Company 96
Board of Directors on the Statement of Changes in Equity -
Affairs of the Company 74 Consolidated 97
Statement of Cash Flow Statement 98
Directors' Responsibilities 82 Notes to the Financial Statements 100
Report of the Audit Committee 83 Ten Year Summary-Company 198
Report of the Group Value Added Statement 200
Remuneration Committee 85 Share Information 201
Report of the Related Party Glossary of Financial Terms 203
Transactions Review Committee 86 GRI Index 204
Notice of Meeting 206
Form of Proxy 207
3
About this Report

WELCOME TO OUR FIRST INTEGRATED ANNUAL REPORT
Always conscious of the need for positive change and development, the RCL Group
decided to change its reporting structure for the year 2016/17 and include a non-financial
aspect that presents shareholders and stakeholders with a detailed and holistic account
of the groups’ financial, social, human, natural and manufactured capital during the year
ended 31 March 2017.
This, our first integrated annual report, follows the “In Accordance” core option of the G4
Guidelines of the Global Reporting Initiative (GRI). This has been used as a framework on
which to report on the Groups performance. The report is also written in accordance with
the Companies act no 7 of 2007, the continued listing requirements of the Colombo Stock
Exchange and the Sri Lanka Accounting and Auditing Standards act no 15 of 1995. Sri
Lanka Accounting standards apply to all financial reporting.
The external auditors appointed by shareholders, Messrs Ernst & Young, have delivered
assurance on the financial statements contained in this report.
The Royal Ceramics Lanka PLC Group considers this to be a first step in its new reporting
process, and will continue to learn and develop, keeping a close tab on best practices and
excellence in corporate reporting in order to bring you an even more comprehensive, well
documented and transparent report in the years to come.
For inquiries about this report, please contact:

Name : Haresh Somashantha
Designation : Head of Finance & Treasury
Email : haresh@rcl.lk
Address : No 10, R A De Mel Mawatha, Colombo 3
Website : www.rocell.com
4
About the Company

GROUP STRUCTURE
Royal Ceramics Lanka PLC
Delmage LB Finance Lanka Rocell Pty Ltd Royal Rocell Nilano Rocell
Ltd PLC Ceramic PLC 100% Porcelain Bathware Ltd Garments Ceramics Ltd
21% 26.10% 80.30% (Pvt) Ltd 100% (Pvt) Ltd 100%
100% 100%
LWL Lanka
Development Walltiles PLC
(Pvt) Ltd 62.19%
100%
11.48% 68.22% 100%
Swisstek Lanka Tiles Vallibel

Ceylon PLC 47.8% PLC Plantation
Management
Ltd
87.38% 100%
Swisstek Beyond 51% 100%

Aluminium Paradise
Limited Collection Ltd.
Horana Uni Dil
Plantations Packaging
PLC Limited
100%
Uni Dil
Packaging
Solutions Ltd
5
2017 Group Financial Highlights
2017 2016 Change Earning per Share (Rs.)
29.16
Rs.'000 Rs.'000 (%)
26.49
30
19.27
25
For the year ended 31st March 2017
15.08
20
Turnover Gross 29,295,996 27,062,638 8
10.16
15
Net 26,412,846 24,782,089 7 10
Profit before tax 5,987,156 5,347,339 12 5
Profit after tax 4,457,070 4,091,745 9 0
2013 2014 2015 2016 2017
Gross dividends 997,104 886,315 12
Interest cover (No of times) 6.42 7.65 (16)
Dividend cover (No of times) 3.24 3.31 (2)
Return on Equity ( %) 17.08 18.22 (6) Net Assets per Share (Rs.)
159.14
200
As at 31st March
132.05
107.18
Shareholders Funds 17,630,715 14,629,803 21 150
93.82
Total Assets 44,799,373 39,173,038 14
75.83
100
Group employment (No of Employees) 10,014 10,197 (2)
50
Current Ratio (Current assets : Current 1.48:1 1.44:1 3
liabilities)
0
2013 2014 2015 2016 2017
Per share
(Issued and fully paid shares 110,789,384)
Earnings (Rs.) 29.16 26.49 10 Sales (Rs.Mn)
Dividend (Rs.) 9.00 8.00 12
26,412.8
24,782.1
22,379.1
Net assets (Rs.) 159.14 132.05 21 30,000

19,748.8
Market value (Rs.) 119.00 100.10 19 25,000
20,000
7,611.4
15,000
10,000
5,000
0
2013 2014 2015 2016 2017
6
Rs.17,477 mn Rs. 1,947 mn

Net Revenue - Tiles Net Revenue - Plantations
(2016 : Rs. 16,986 mn) (2016 : Rs. 1,800 mn)
Rs. 1,975 mn Rs. 2,394 mn

Net Revenue - Packaging Material
Net Revenue - Sanitaryware (2016 : Rs. 2,447 mn)
(2016 : Rs. 1,578 mn)
RS. Rs. 2,824 mn

44,799 mn Net Revenue - Aluminium Products
(2016 : Rs. 2,189 mn)
Total Assets
(2016: Rs. 39,173 mn)
Rs. 4,457 mn
10,014
Employees
Net Profit (2016 : Rs. 4,092 mn)
(2016 : 10,197)
7
Our Businesses
Tiles and
associated items
Manufacture and distribution of floor tiles,
wall tiles, tile grouts and tile mortar
Sanitaryware
Manufacture and distribution of
bathware and accessories
Plantations
Cultivation & processing
of tea, rubber and other agricultural products
Financial
Services
Provider of financial solutions
8
Packaging
Environmentally friendly packaging
Aluminium
Aluminium extrusion manufacturing
Mining
Supplying of raw materials to the
ceramic industry
Others
Consumer, retail, life style, healthcare
and transportation
9
Chairman’s Message
Dear Shareholders,
“GEARING TO GROW”
As your Chairman it is with both pride
and pleasure for me to welcome you to
the Royal Ceramics Lanka PLC Annual
Report for the financial year 2016/17.
This year too, your company has made
excellent strides, and with hard work and
smart decision making, has succeeded
in bringing you positive results despite
challenging economic, political and
environmental factors.
I am delighted to report that the

company’s Group Profit after Tax increased
to Rs. 4.5 billion as against Rs. 4.1 billion
in the previous year, which reflects a
growth of 9%. The tile sector made a 65%
contribution to the Group’s Profit, with
the Finance, Aluminum and Sanitaryware
sectors also performing well during the
year demonstrating a growth of as much
as 5%, 30% and 17% respectively, when
compared to the previous year. This
positive trajectory across so many of
our subsidiaries is a source of immense
satisfaction, as it is a reflection of the
Group’s collective commitment to creating
value, optimising efficiencies, developing
new paradigms and achieving success
even in the face of challenging operational
scenarios.
As always one of our primary objectives

is to not pass on any operational cost
increases to our consumers, thus, via the
streamlining of our operational processes
to ensure absolute efficiency, we were
10
Group Profit after Tax increased to Rs. 4.5 billion

as against Rs. 4.1 billion in the previous year,
which reflects a growth of 9 %. The tile sector
made a 65% contribution to the Group’s Profit,
with the Finance, Aluminum and Sanitaryware
sectors also performing well during the year
demonstrating a growth of as much as 5%, 30%
and 17% respectively, when compared to the
previous year.
Rs. 4,457 mn
able to absorb increased expenses and have a twofold purpose – enhanced
continue to offer our customers, the best customer experience and a ‘total customer
quality products at a reasonable price. satisfaction guarantee’, in addition to a
reorganized inventory and product range
Our determination to invest in expansion that optimises our product portfolio.
Net Profit (2016 : Rs. 4,092 mn)
and take considered risks has defined
the development of our business over the We are also on the threshold of revealing Director of the company. I have complete
years. This year too we invested extensively an exciting new brand, and a wider range confidence that under his guidance the
in numerous capacity increases, state of complimentary accessories that will company will continue to grow and achieve
of the art machinery and processes, see your company expand its offering to all that we have envisioned for it.
showroom upgrades, knowledge and guarantee the delivery of ‘a total solution’
expertise building of our employees and in the sanitary ware sector. I would like to take this opportunity to
sustainable business practices. thank our former Managing Director for
As you know, the Group recently went his leadership during his service.
Innovation lies at the heart of our business through a change in Senior Management,
philosophy and during the year under following the resignation of our former My sincere appreciation to all our
review we continued to blaze a trail of Managing Director. While changes in invaluable stakeholders – our customers,
innovation in design, texture and product leadership have taken place, our objectives shareholders, employees and valued
efficiency introducing new sizes and for the Group remain the same; and we will partners; thank you for sharing in our
designs in both the tile and sanitary ware continue to work towards making Royal vision, placing your trust in us and for
segments. Ceramics Lanka PLC a truly multinational committing to the vision we champion. We
company, driven by the desire to succeed are geared to grow and thereby, so are you.
Our commitment to our customers has beyond all expectations and thereby
always been of the utmost importance, maximizing shareholder wealth.
and we are currently in the midst of
a phenomenal initiative that involves I welcome Aravinda Perera, former
the relocation and/or renovation of our Managing Director of Sampath Bank, Dhammika Perera
entire network of showrooms. This will who has stepped in as the new Managing Chairman
11
Managing Director’s Review
2016/17 was a year of challenges, both

natural and man-made, yet, in overcoming
these challenges and emerging with
excellent growth across almost all
sectors and subsidiaries, and a more than
respectable rise in Turnover and PAT; we
have proved once again that the Royal
Ceramics Groups’ operational philosophy
is a very successful one.
Prizing operational efficiency, continuous

expansion, technological advancement,
cost reduction, uninhibited innovation and
the delivery of the highest quality for the
best possible price, the Group's modus
operandi is one that sets the standard
across all the sectors in which it operates.
The Group has reported a Net Turnover of

Rs. 26.4 billion during the financial year
2016/17, this signifies an increase of 6.6%
compared to the Net Revenue of Rs 24.8
billion recorded in 2015/16. The Gross
Profit of the Group recorded a growth of
14% compared to the previous year with a
3% higher margin. Group Profit after Tax
increased to Rs. 4.5 billion as against Rs.
4.1 billion previously, denoting a growth
of 9%.
We are proud to be the number 1 listed

company in the Manufacturing sector
on the Colombo Stock Exchange, while
also holding the number 3 spot in the
Diversified Holdings Sector in profitability.
12
The Group has reported a Net Turnover of Rs.

26.4 billion during the financial year 2016/17,
this signifies an increase of 6.6 % compared to
the Net Revenue of Rs 24.8 billion recorded in
2015/16.
Rs. 26.4 bn
GEARING TO GROW That growth will also extend beyond our
The Royal Ceramics Group has always shore, as we expand our business further
held expansion at the heart of its business in the territories in which we operate
model. Every year strategic investments as well as explore new opportunities Net Turnover (2016 : Rs. 24.8 bn)
are made in all sectors the company overseas. We are indeed ‘gearing to grow’
operates in, and 2016/17 was no exception and we are committed to ensuring that our
to that rule. stakeholders grow with us.
that are possible in these countries that
threaten us, since we are, at this time,
Our stakeholders will see us follow the SEEKING ECONOMIES OF SCALE unable to compete with them on this
same path in 2017/18 as we expand As has been the case for many years, score.
our businesses further, investing not the biggest challenge the group faces in
just in capacity building, machinery and the tiles and sanitary ware sectors come It is our sincere hope, that the Government
technology, but also in the people who from the glut of low cost imports that are will heed our advocacy for concessions
make up our wider support systems – our ‘dumped’ into the country by China and that will enable us to offer similar
dealers, tilers, fabricators and more. For India. This same challenge also affects economies of scale, and thereby allow
everyone, in every sector, we see growth the company’s export arm since these low us to compete effectively in the local and
and development. cost products are also flooding shared international markets.
markets. It is the economies of scale
Energy costs have always been one of the
Group’s biggest expenses, again we are
hopeful that, via Government intervention,
a competitive energy source like LNG will
be made available in Sri Lanka. Switching
from LPG to LNG will reduce energy costs
effectively and thereby help lessen our
own product costs, enabling us to better
compete with imports.
The imposition of anti dumping levies and

intervention by the Consumer Protection
Authority to safeguard consumers who are
purchasing low quality tiles and sanitary
ware would also be welcome.
13
Managing Director’s Review
RESTRICTING ACCESS TO RAW EFFECTIVE COST MANAGEMENT of customer service have been coupled
MATERIALS Despite rising financial expenditure, the with a massive showroom relocation and
group stayed true to its aim of offering renovation campaign. Both strategies will
Strict government regulation on mining,
customers the best possible price and continue to develop and improve to launch
the difficulty of obtaining licensing for
did not transfer the burden of increased better showrooms in the second half of
clay mines and the prohibitions in place
cost on to the consumer. Instead via the year.
in terms of the purchase of mining lands
all lead to a shortage of available raw a deft combination of productivity
While new showrooms were not opened
material. initiatives, operational efficiencies, cost
in 2016/17, we did continue to expand
management, improved product yield
our dealer network and are forming
The Group’s answer is to ensure that and product optimization, the Group was
partnerships with banks and financial
Lanka Ceramics plays an active role in able to maintain its margins. Productivity
institutions in order to be able to offer
sourcing raw materials, and in the future enhancement tools such as TPM have
multiple methods of payment and thereby
focus attention so that the company can proved to be well worth the investment
more convenience to customers.
from now on, invest in lands which can made in them.
be mined for vital raw materials as time
progresses. DEMAND DRIVEN SUPPLY CHAIN KUDOS TO SUBSIDIARY AND
ASSOCIATE COMPANIES
In 2016/17 major steps were taken to
While importing basic raw materials is not Every company within the Group
streamline production and optimise our
financially viable, the Group is considering performed in a highly motivated, intelligent
product portfolio, in order to ensure that
the option of having its products and effective manner over the course
customers receive the items they require
manufactured overseas if a cost effective of the year under review. Our detailed
in the fastest possible delivery time.
option can be found. operational reviews (pages from 44 to
These efforts to increase the efficiency
63) offer insights into the hard work,
14
innovation and sheer drive to perform that wing, I offer my gratitude and respect.
defined their work ethic, and enabled the Each of you have proven your commitment
positive contributions made to the group’s to the broader vision of the Group and are
bottom line. steering your entities in a positive and
fruitful direction.
FUTURE OUTLOOK
To the Management team and staff at
Expansion has been an operational Royal Ceramics, thank you for your loyalty,
pillar in the past, and this will continue your adaptability and your unwavering
in 2017/18. By the latter half of the new dedication to the success of the company.
year our newly upgraded factories will We have demanded a great deal from
be operating at their full production you in terms of performance and results,
capacity. We anticipate that 2017/18 will and as always, you have delivered. I look
be challenging year since it will be too forward to working with you in the future
early for the positive effects of our major as we continue to expand our business,
expansion drive to be reflected from a maximizing stakeholder benefits and
financial perspective. At the same time building brands that make a significant
the costs of labour and raw materials will contribution to our nation.
continue to rise. With these factors in mind
it is fortunate that the Group's productivity,
efficiency and cost reduction skills are so
well honed.
Innovation in terms of design has always Aravinda Perera

been our watchword. 2017/18 will see Managing Director
the launch of an exciting and extensive
range of sanitary ware accessories.
This new portfolio will offer customers a
‘total solution’ in terms of bathware and
complimentary amenities.
While Rocell offers an unparalleled range

of elegant tiling solutions, it is time to
think ahead and venture into an even
more premium range of tiles. The Group
is examining the possibility of having
this range designed and manufactured
overseas.
APPRECIATION
I would like to take this opportunity to
thank the Chairman and the Board of
Directors for putting their faith in me, and
for the support and guidance they have
given me since I took over as Managing
Director of Royal Ceramics Lanka PLC.
To the CEOs and Management of all the

subsidiaries under the Royal Ceramics
15
Board of Directors
Seated L to R
Mr. Aravinda Perera, Mr. Dhammika Perera, Mr. A M Weerasinghe, Mr. L T Samarawickrama
16
Standing L to R
Ms. Niruja Rajeswari Thambiayah, Mr. G A R D Prasanna, Mr. Tharana Thoradeniya, Mr. L N De S Wijeyeratne,
Mr. Harsha Amarasekera, Mr. R N Asirwatham
17
Board of Directors
MR. DHAMMIKA PERERA Mr Aravinda Perera counts over 30 years multi- industry scenarios. He is the
in the Banking sector and functioned as Group Director Marketing and Business
Chairman
the Managing Director of Sampath Bank Development of Royal Ceramics Lanka PLC
Mr. Dhammika Perera is the quintessential
PLC from 1st January 2012, until his and the Chief Executive Officer of Rocell
strategist and business specialist with
retirement in September 2016. Bathware Ltd.
interests in a variety of key industries
including Manufacturing, Banking and
Presently, he is the Chairman of Siyapatha He sits on the Boards of several public
Finance, Hospitality & Hydropower
Finance PLC & Director of SC Securities quoted and privately held companies,
generation. He has three decades of
(Pvt) Ltd; subsidiaries of Sampath Bank. including Pan Asia Banking Corporation
experience in building formidable business
He also represents Sampath Bank as PLC, Lanka Ceramics PLC, Lanka Walltiles
through unmatched strategic foresight.
a Director of Lanka Bangla Finance Ltd PLC, Lanka Tiles PLC, Hayleys Fibre
in Bangladesh. He is also a Director of PLC, Delmege Ltd, Vallibel Plantation
Mr. Perera is the Chairman of Royal
Colombo Stock Exchange and Hayleys Management Ltd, Dipped Products
Ceramics Lanka PLC, Lanka Ceramic
PLC and Chairman of Audit Committee (Thailand) Ltd, Unidil Packaging (Pvt) Ltd,
PLC, Lanka Tiles PLC, Lanka Walltiles
of Hayleys PLC, the holding company of Fentons Ltd and Swisstek Aluminium
PLC, The Fortress Resorts PLC, Vallibel
the Hayleys Group. He is also a Director Ltd, among others. He has been credited
Power Erathna PLC and Delmege Limited.
of Hayleys Industrial Solutions Private as a proven business innovator across
He is the Co-Chairman of Hayleys PLC,
Ltd and Fentons Ltd and chairs the Audit industries. A marketer by profession, he
The Kingsbury PLC, Executive Deputy
Committees of both companies. was in the pioneering batch of Chartered
Chairman of LB Finance PLC and Deputy
Marketers of the Chartered Institute of
Chairman of Horana Plantations PLC. He
He is a Member of the Institute of Marketing (UK).
is also the Executive Director of Vallibel
Engineers (Sri Lanka) (MIESL) and a
Finance PLC and serves on the Boards of
Chartered Engineer (C.Eng.). He is also a MR. L T SAMARAWICKRAMA
Amaya Leisure PLC, Haycarb PLC, Hayleys
Fellow Member of the Chartered Institute
Fabric PLC, Dipped Products PLC, Sun Tan An internationally qualified Hotelier
of Management Accountants (UK) (FCMA)
Beach Resorts Limited and Hayleys Global having gained most of his Management
and a Fellow of the Institute of Bankers
Beverages (Pvt) Limited. experience in UK, working for large
– Sri Lanka (FIB). He also holds an
international hotel chains over a long
MBA from the Past Graduate Institute of
MR. A M WEERASINGHE period of time. The first Sri Lankan
Management.
Manager to be appointed by the Beaufort
Deputy Chairman
International Chain of Hotels to run the
Founder of Royal Ceramics Lanka PLC in Mr Perera was honoured with the “CEO
first seaside boutique resort. He is a
1990. A Gem Merchant by profession. Has Leadership Achievement Award 2016”
member of the Institute of Hospitality,
been in the business field for more than 35 by the Asian Banker magazine and was
UK(formerly HCIMA) and of the Royal
years involved in Real Estate, Construction, also the recipient of the prestigious
Society of Health, London. He has
Transportation & Hospital Industry and “Platinum Honours – 2014” Award by the
several years of experience in the trade,
has been a Landed Proprietor. In addition Postgraduate Institute of Management
having specialized in Hotel designs and
to the above, he is also the Chairman of Alumni (PIMA) of Sri Jayawardenapura
development, he has been responsible
the Singhe Hospitals Ltd and Weerasinghe University. He was also honoured with the
for the careful planning and execution of
Property Development (Pvt) Ltd. “Award for the Outstanding Contribution
Amaya Resorts & Spas refurbishment and
to the Banking Industry – 2015” by the
rehabilitation programmes.
Association of Professional Bankers.
MR. ARAVINDA PERERA
Managing Director A Director of Royal Ceramics Lanka PLC
Mr. Perera was appointed the Managing MR. THARANA THORADENIYA since 2003, Mr Samarawickrama is an
Director/Director of Royal Ceramics Lanka Director Marketing and Business Executive Director of Hayleys PLC and
PLC on 14th March 2017. Development/CEO - Rocell Bathware Ltd serves as the Managing Director of Amaya
Mr. Thoradeniya has over two decades Leisure PLC, The Kingsbury PLC, Hunas
of senior management experience in Falls, Sun Tan Beach Resorts and Luxury
18
Resorts Male. He is also a Director of The He also serves as an Independent Director Kingsbury PLC, Aitken Spence Plantation
Fortress Resorts PLC, and Kelani Valley in several leading listed companies in the Managements PLC, and Kelani Valley
Plantations PLC, Royal Porcelain (Private) Colombo Stock Exchange including CIC Plantations PLC. He is also a member
Limited, Royal Ceramics Distributors (Pvt) Holdings PLC (Chairman), Chemanex PLC of the Quality Assurance Board of the
Ltd, Rocell Bathware Limited, Culture Club (Chairman), Vallibel One PLC, Expo Lanka Institute of Chartered Accountants of Sri
Resorts(Pvt) Ltd and Kandyan Resorts Holdings PLC, Chevron Lubricants Lanka Lanka.
(Pvt) Ltd. PLC, Taprobane Holdings PLC, Amaya
Leisure PLC, and Vallibel Power Erathna He was the Group Finance Director of
MR. R N ASIRWATHAM PLC. He is also the Chairman of CIC Agri Richard Pieris PLC from January 1997
Business (Private) Limited. to June 2008 and also held Senior
Mr Rajan Asirwatham was the Senior
Management positions at Aitken Spence
Partner and Country Head of KPMG Ford
MR. G A R D PRASANNA & Company, Brooke Bonds Ceylon Ltd
Rhodes Thornton & Company from 2001 to
and Zambia Consolidated Copper Mines
2008. Further, he was the Chairman of the Mr. Prasanna was appointed to the Royal
Ltd. Also served on the Board of Property
Steering Committee for the Sustainable Ceramics Board on 29 May 2009. He is
Development PLC and was a Member of
Tourism Project funded by the World Bank the Managing Director of Wise Property
Accounting Standards and Monitoring
for the Ministry of Tourism and also a Solutions (Pvt) Ltd and also serves as
Board of Sri Lanka.
member of the Presidential Commission Director on the Boards of Pan Asia Banking
on Taxation, appointed by His Excellency Corporation PLC, Delmege, & Grand Mark
the President. (Pvt) Ltd
As at present, Mr Asirwatham, a Fellow
of the Institute of Chartered Accountants MS. NIRUJA RAJESWARI
of Sri Lanka. He is also a member of the
THAMBIAYAH
Member of the Council of the University
of Colombo and Post Graduate Institute of Ms. Niruja Thambiayah holds a Bachelor of
Medicine. He also serves on the Boards Arts with Honours in Industrial Economics
of Vallibel One PLC, Ceylon Tea Services from the University of Nottingham, UK
PLC, CIC Holdings PLC, Brown & Company and a Master in International Business
PLC, Aitken Spence PLC, Aitken Spence from Monash University, Australia. She is
Hotels PLC, Dial Tex Industries Private currently the Managing Director of Cargo
Limited, Renuka Hotels Private Limited, Boat Development Company PLC and
Mercantile Merchant Bank, Dankotuwa an Executive Director of Renuka Hotels
Porcelain PLC, Colombo City Holdings (Pvt) Ltd and Renuka City Hotels PLC. She is a
Ltd, Peninsular Properties (Pvt) Ltd, Yaal Non-Executive Director of Royal Ceramics
Hotels Private Limited and Browns Beach Lanka PLC, Renuka Consultants & Services
Hotels PLC. Ltd and Lancaster Holdings Ltd.
MR. HARSHA AMARASEKERA MR. L N DE S WIJEYERATNE

President’s Counsel Mr. Wijeyeratne is a Fellow of the Institute
Mr. Amarasekera, President Counsel is a of Chartered Accountants in Sri Lanka
leading Lawyer in Sri Lanka having a wide and counts over 37 years of experience in
practice in the Original Courts as well as Finance and General Management both in
in the Appellate Courts, specialising in Sri Lanka and overseas.
Commercial Law, Business Law, Securities
Law, Banking Law and Intellectual He is presently a Director of L B Finance
Property Law. PLC, DFCC Bank PLC, The Fortress Resorts
PLC, The Nuwara Eliya Hotels Company
PLC, Rockland Distilleries (Pvt) Ltd, The
19
Corporate Management
Aravinda Perera Tharana Thoradeniya Haresh Somashantha Nandajith Somaratne

Managing Director Director Marketing and Business Head of Finance & Treasury General Manager Manufacturing
Development / CEO Rocell Bathware
Ltd.
Anura Jayatissa Dulanjana Silva Neil Bogahalande Kumudu Keerthirathna

Head of Bathware Factory Complex Head of IT Head of Human Resources Head of Eheliyagoda Factory Complex
20
Dhammika Ranaweera Wasantha Sarathchandra Sidath Rodrigo Thilini Guneratne

Head of Horana Factory Complex Group Financial Controller Head of Retail Chief Internal Auditor
Shammika De Silva Upul Disanayake Chaminda Wijegunarathna

Head of Warehouse Operation Senior Manager - Logistics Channel Development Manager
21
Management Discussion & Analysis

Value Creation Model
Value Enablers Value creation Value created
1 Governance
Financial capital Sustainable returns
Core activities
2 Skilled and motivated team
Human capital
Local sourcing and
3 manufacturing to boost
local economy
VISION / MISSION / STRATEGY
Manufactured capital Production of tiles and bathware
4 Innovation and growth
Risk management
Intellectual capital Production of aluminium extrusion
Sustainability
Consumer trust and value.

5
Satisfied communities.
Social and Production of tile grout and tile mortar
Strong business
relationship capital partnerships
6 Plantations
Protected natural resources
Natural capital
Packaging
Financial Services
Consumer, retail, life style, healthcare and

transportation
Marketing and
Finance IT HR
Distribution
22
Stakeholder Engagement
INVESTORS
Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Review shareholder expectations Annual General Meeting Attractive dividend of Rs 9/- per share
proposed for 2016/17
Provide assurance on regulatory and Publication of interim accounts Business diversification reducing business
statutory compliance and governance risk targeting high return for the
investment
Identify investor preferences and their risk Publications and announcements on Strong cost management systems across
appetite and concerns performance, launch of new products and the group which facilitates collective
services bargaining to maximize returns
Facilitate informed timely investment Access to management via email/telephone Constant research and development for
decisions product and process innovations
Meetings with fund managers/ stock Introduction of value added products
brokers, etc.
Updated corporate website Expansion of production capacities to
increase productivity and reduce cost
Product portfolio optimisation to maximise
revenue and reduce holding cost
Cost reduction initiatives such as
TPM programmes driven to maximise
profitability
CUSTOMERS
Understand customer needs and Frequent customer visits/site visits by Multi channel distribution strategy for
expectations account, project and service management ease of access, physical presence at 64
professionals showrooms and over 100 direct dealers
and 350 sub dealers located across the
country
Review customer perception on quality of Daily interaction via 51 showrooms and Wider customer choice with more than 700
product and brand over 250 dealers and distributors located product designs
across the country
Identify improvements expected on service Formal complaint management process Quality testing and improvements in quality
levels and a centralized dedicated unit to manage and safety parameters
and resolve customer complaints
Improve awareness of products and Updated corporate website and social Introduction of warranty schemes
services media accounts
Training on use of products Feedback form on website Introduction of software tools to visualize
the living spaces with selected products
Adoption of latest technology in the world
to supply best quality products
23

CUSTOMERS

Expanding the customer reach Customer education workshops Demand driven supply chain to align to
customer preferences
Improvement in the website with details of
product designs and characteristics
Tilers training programmes ISO9001 quality certification Green
Labelling certification, CE mark
certification, SLS mark certification. ISO
14,001, 4 star rating on water efficiency
labelling system, water mark certification.
OHSAS 18,001.
Annual dealer conference Tile laying instruction manuals
Tiler’s loyalty schemes
Dealer performance based reward
schemes
Relocation of showrooms to better serve
the customers
EMPLOYEES
Create two way communication for Open door policy Ensuring value alignment and building a
improved understanding cooperative & compliant workforce
Enhance skills and competencies through Frequent training programmes Transforming HR to a business partner
training & leadership instead of an administrator
Share long-term & short-term goals Overseas travels for exhibitions Long-standing, committed and contented
workforce equipped with knowledge, skills
and attitude
Inculcate compliance to procedures Annual sales conference Enhance team work
Handle grievances and conflicts Monthly group management committee Medical, insurance and death donation
meetings schemes
Evaluate performance Daily emails, notifications and memos Mentoring and coaching programme
Exit interviews upon resignation On the job orientations, employee

satisfaction surveys and open door concept
Annual staff performance review Performance appraisals and performance

based rewards scheme
24
SUPPLIERS

Foster fair & equitable procurement Annual Registration of suppliers Uplift the suppliers by providing financial
practices assistance and technology support
Adhere to contractual obligations Periodical assessments of suppliers’ Procurement of quality material/ services
environmental compliance standards at the best price across the group
Knowledge sharing Supplier reviews for quality of goods/ Negotiated discounts with group volume
service and pricing
Improved trust and transparency Monthly procurement committee meetings Collective negotiations for competitive bank
interest rates
Timely delivery of goods and services and

payments
Guaranteed purchase volume to enhance

supplier capacity
LOCAL COMMUNITIES

We support community development Group CSR programme Road developments of neighbouring
programs to provide for the well-being and showrooms and factories
economic progress of communities in the
markets in which we operate.
Staff volunteerism initiatives Donations of books to schools
Dialogue through network of showrooms Providing death donations to the low

income families around factories
Community visits by factory and showroom Assisting to obtain pipe borne water for the
staff needy families
Workshop assistance to repair nearby

premises
Provide internships to university &

professional students
Dedicated resource team of medical

assistant, welfare officers and child
development officers to help estate
workers
Construction of housing units for estate

workers
25

ENVIRONMENT
We promote green management Monthly Efficiency meetings Installation of skylights in factories to reduce power
practices and operational procedures consumption
to mitigate the environmental impact
of our business
Monthly evaluation of fuel efficiency Installation of water recycling system, sewerage

standards against actuals treatment plants and water purification plant.
Field visits to the suppliers’ sites to Raising of boundary walls, installing sound proof
ensure the refilling of mines used for canopies & tree planting initiatives to prevent noise
ball clay excavation pollution
Regular test on treated water from Dust suction plant to prevent air pollution
treatment plants
Regular test on noise level Water mark certification, WELS Certification, ISO 14,001,
Green label
Recycling of waste raw materials, paper waste and

aluminium scraps.
Duel fuel power enabled machinery
Waste head recovery project
Energy saving methodologies
Capacitor bank installation to save energy
Converting 10% of the furnace oil usage to firewood

usage
Industry deep wells to introduce a water flow control

system
26
Capital Management Report

FINANCIAL CAPITAL costs, and most significantly, without OTHER INCOME
GROUP RESULTS any increased costs being inflicted on Other Income of the Group has growth
The Group has reported a Net Turnover the customer. Energy costs remained by Rs. 14.2 million, recording a growth of
of Rs. 26.4 billion during the financial the same as in 2015/16 which was also 7.1% compared to the previous year.
year 2016/17 with an increase of 6.6% advantageous for the energy intensive tile
and sanitary ware operations. TAXATION
compared to a net revenue of Rs 24.8
The Group made an income tax provision
billion recorded for 2015/16. All the
Group Profit after Tax increased to Rs. of Rs. 1.3 Billion for the year under review
sectors of the Group reported a growth
4.5 billion as against Rs. 4.1 billion in in comparison to Rs. 1.2 Billion in the
in turnover with the exception of the
the previous year, which reflects a 8.9% previous financial year. This includes Rs.
packaging sector.
growth. The tile sector dominated with a 241 million as a deferred tax provision for
65% contribution to the Group’s profit. The the financial year of 2016/17 compared to
The Export sector contributed 3% towards
Finance, Aluminium and Sanitaryware Rs. 139 million for 2015/16. In addition, Rs.
the total turnover of the Group, however
sectors showed a reasonable growth of 3.3 Billion was paid to the Government by
there is a drop of 43% in export sales
net profit during the year, registering 5%, way of direct sales taxes during the year.
compared to the previous year. The lower
export revenue contribution to the group 30% and 17% respectively, compared to
was primarily due to an influx of low the previous year. However, the plantation
sector recorded losses of Rs.33.5 million. Contribution to the
priced products from countries like China
government (Rs. Mn.)
and India. These countries hold a definite
3,334
The reasons behind achieving high
advantage when battling global price
profitability during the year was primarily 3500
2,690
competition due to their economies of
2,479
excellent cost management and the 3000
2,289
scale.
1,855
increase of operational efficiencies. 2500
1,616
2000
Net profit attributable to the owners of the 1500

989
Group Revenue - Sector wise 1000
577
parent company has increased by 10%,
319
103
resulting in an increase in earnings per 500
share also by the same percentage to Rs. 0

2013 2014 2015 2016 2017
29.16. This is mainly due to higher net VAT/GST/NSL/NBT/TT
profit attributable to the parent company Income Tax
by its profitable subsidiaries.
DIVIDEND
The gross dividends declared for the
Tiles & Associated items Net Profit After Tax (Rs. Mn.) financial year was Rs 9/- per share of
Sanitaryware
Plantation
which Rs 5/- per share has already been
4,457
Packing Material paid as interim payment and another final

4,092
5000
Aluminium Products
Other
dividend of Rs. 4/- per share was proposed
3,067
4000
by the directors on 23rd May 2017, for the
3000 approval by shareholders at the Annual
1,975
1,727
PROFITABILITY General Meeting. Dividend paid for the

2000
The Gross Profit of the Group recorded previous financial year was Rs.8/- per
1000 share.
a growth of 9% compared to the
previous year with a 3% higher margin. 0
2013 2014 2015 2016 2017
A combination of production initiatives,
operational efficiencies, improved product
yield and product optimization during
the year resulted in the maintenance
of margins despite increased finance
27

CAPITAL EXPENDITURE ACCOUNTING POLICIES AND
Capital expenditure of the Group was DISCLOSURES
Rs 4.0 billion for the year. This was spent The accounting policies adopted by
on capacity expansion, the purchase and the Group comply with the Sri Lankan
upgrade of machinery, construction of Financial Reporting Standards (SLFRS)
new head office building, adoption of new and previous year’s figures have been
technologies, an extensive showroom restated where necessary. The Group
relocation and renovation initiative, the has adopted the practice of making full
enhancement of the dealer network, the disclosure of both financial and non-
development of new products and designs financial information to enable existing
and many other improvements particularly and potential Shareholders to assess the
across the tile, sanitary ware, packaging performance of the Group and its future
and aluminum operations. prospects.
Capital Expenditure (Rs. Mn.)

4,027
5000
4000
2,467
3000
1,885
1,450
1,185
2000
1000
0
2013 2014 2015 2016 2017

FINANCIAL INDICATORS
The Group has reported a net cash
outflow of Rs. 886 million during the
year as against an inflow of Rs. 1,529
million during last year. The Group’s
long term borrowings have increased to
Rs. 8,018 million from Rs. 6,911 million.
The Group’s short term borrowings,
including overdrafts, have increased to
Rs. 4,225 million from Rs. 3,833 million.
Shareholders’ funds consist of 8% stated
capital, 11% capital reserves and 81%
revenue reserves.
28
HUMAN CAPITAL split in the group proves that this policy on the individual’s competence and
Royal Ceramics Lanka PLC has always has been successful. The group does not character to effectively contribute towards
understood that its human capital is the discriminate based on ethnicity or any the sustainable growth and profitability of
Group's most valuable asset, and has other factor. the Company.
worked to ensure that despite the diverse
nature and demands of the industries in HUMAN RESOURCE POLICY As a critical career development strategy;
which the Group's subsidiaries operate, The HR Department is under the direct appointments to long term assignments,
its HR policies are unified in their focus on supervision of the Managing Director secondments to other Group companies
strengthening employee engagement by and is responsible for all HR functions. are considered. Recruitment and selection
adding professional as well as personal Professional development, safety and activities comply with all local legislative
value. dignity are key, and employees rights requirements. Applications received for any
are protected by a strong regulatory particular vacancy are kept confidential.
OUR TEAM framework which is ensured via Any prospective applicant below the age
With a total of 10,014 employees across regular internal audit inspections and of 18 will be considered for employment
all the companies under RCL’s purview, management accountability. Formal on a trainee basis, subject to relevant legal
every subsidiary shows excellent rates policy frameworks are adhered to and provisions applicable. All appointments to
of employee development and retention, cover recruitment, succession planning, the Company take effect on issuance of a
facts which stand testament to the performance appraisal, grievance proper Letter of Appointment under the
success of the Group’s wider HR policies. handling, training and development and hand of the Appointing Authority.
A majority of the group’s employees are compensation. The company strictly
between the ages of 31 – 40 years and the does not engage in child labour or forced EMPLOYEE RETENTION
gender split is 62% of all employees being labour and guarantees the protection of all The success of the group's HR policies
male and 38% female. employees’ human rights. is implicit in the high rate of retention.
In the tiling and sanitaryware segments
The tiles and sanitaryware Companies RECRUITMENT POLICY retention was as high as 90% during
comprise 2,810 employees of whom 16% Opportunity is given to the existing staff the year under review. This successful
have served their respective companies of companies within the Rocell Group rating is largely due to the group focus on
for more than 20 years. Though the to apply for the positions/placements employee development and engagement
group strives to be an equal opportunity available at any given time provided that programmes that ensure that staff are
employer, the manual nature of the the applicants meet the eligibility criterion. fulfilled both professionally and personally.
work means that 91% of employees in Each company within the Group recruits
the tiling sector for example are male. the best personnel, (regardless of gender, HEALTH AND SAFETY
However this imbalance is addressed by race or religion) in terms of qualification, The importance of the health and safety of
hiring more females in administrative skills, and experience. Selection is employees cannot be overstated. Constant
departments, and the overall gender therefore without prejudice, and is based efforts are made to identify and protect
against hazards and dangerous areas.
These include:
Total employees age wise Total employees gender wise
6% 5%
9% ‘Near miss’ identification and
27% 38% correction
21% Protective covers for all moving parts
of machinery and belt guards
Granting and strict compliance of
62%
Personal Protective Equipment (PPE)
32%
18-20 years Regular safety awareness
Male
21-30 years Female programmes
31-40 Years
41-50 years Fixation of appropriate fire
51-55 years
56 years and above extinguishers and fire drills
29

Pneumatic sensors for accident prevention INDUSTRIAL RELATIONS
Awareness and training on ergonomics for accident prevention All factory worker grade employees are
unionized and successfully entered into
Accident root cause analysis for preventive action
collective agreements for a duration of
three (3) years. A documented dispute
KNOW-HOW AND SKILLS resolution procedure is part of the
The Group invests a great deal in training and development on an annual basis. New collective agreement. There were no
recruits are taken through a structured induction and orientation programme including industrial disputes during the year under
visits to factories, sales channels and warehouses. review.
Employees of all levels are offered training opportunities with in-house or external EMPLOYEE PRODUCTIVITY
trainers based on needs analysis. With the constant changes of the product, currently Efficiency and productivity are the
the emphasis is on technical training for sales, production and other staff supported foundations on which the Group's success
by training on soft skills. Regular visits to international exhibitions and world class is built. The tiling and sanitaryware
manufacturing plants forms a vital component of knowledge enhancement for production subsidiaries apply stringent productivity
and sales staff. measurement techniques on a daily basis.
Details of training programmes in the Tiling subsidiaries in 2016/17 Reinforcing of productivity enhancing best
practices, case study comparisons based
No of sessions
on similar businesses and productivity
Safety & health 02 based incentive schemes are all vital
Productivity 18 components.
Supervisory 2
EMPLOYEE ENGAGEMENT
Quality 2 The staff across the tiling and
Soft Skill development 313 sanitaryware subsidiaries are provided
TPM Certificate 8 with numerous opportunities to
engage outside work, thereby building
TPM Executive 4
camaraderie and ensuring a positive work
TPM Operators & technician 6 environment. Annual staff and factory
worker trips, worker get-togethers, sports
days, sales conferences and regular
PERFORMANCE EVALUATION GRIEVANCE HANDLING religious activities all work to help form
Performance goals are evaluated by the Supervisors are trained to handle strong bonds among employees.
immediate supervisor and tabulated by the grievances in a swift and satisfactory
unit head to ensure consistency. Regular manner, however if this is not successful, Employees according to
feedback and assistance is provided to employees at all levels are free to seek service period
ensure better performance. assistance from the HR department or to
20%
escalate the issue direct to the Managing
36%
Employees are recognized and rewarded Director.
with remuneration, annual increments and 13%
bonuses as well as promotions based on
higher performance ratings on a continued
basis. 11%
20%
0 - 5 years
6 - 10 years
11 - 15 years
16 - 20 years
21 years and above
30
HUMAN CAPITAL DEVELOPMENT Safety is of paramount importance, and enhance the living standards of the estate
ACROSS DIVERSE SUBSIDIARIES the Company invests in high quality workers. This project was the first and the
gear and thoroughly evaluated working quickest housing scheme ever developed
HORANA PLANTATIONS
conditions to ensure that a high degree of and was commended by the Plantation
The need to recruit, train and essentially
safety is maintained at all times. Housing and Development Trust.
retain manpower is imperative to
productivity especially in relation to
Investing in the plantation community is SWISSTEK ALUMINIUM
the plantation community. Horana
essential and in collaboration with ADRA, The aluminium extrusion company
Plantations understands the need for
Horana Plantations introduced a large employees are 90% male cadre of 258
labour empowerment and assists with
gravity fed water system to provide safe employees mostly between the ages of 21
increasing the employability of youth
water to 280 families in Alton Estate. and 30. Retention is at a creditable level
on the plantations, as well as improving
Thirty housing units were completed
access to infrastructure facilities. Training
under the Ministry of Livestock and Rural
and development is an ongoing process
community Development Programme in
to build and enhance competencies as a
Tillicoultry Estate , Lindula in an effort to
means to improve productivity.
31

with 24% of all staff having been with the UNI DIL PACKAGING
company for 6 to 10 years. The packaging giant employs a total 340 employees, 93% are male and most are between
the ages of 31 and 40.
Training programmes are carried out
to ensure that all employees to have Details of training programmes carried out at Uni Dil in 2016/17
necessary skills, knowledge and attitude
to meet company goals. Productivity Key areas of focus No of sessions
is enhanced via a monthly production Mentoring & Counselling (34 Emp.) 2
incentive based on the achievement of the
Human Responsibility in Production (HRP) (16 Emp.) 1
previous months’ production target.
Health & Safety (117 Emp.) 6
Staff engagement takes place during Fire Safety (14 Emp.) 1
annual cricket matches, pirith chanting Stores Management (2 Emp.) 2
programmes and company trips. These
Time Mgt./ Soft Skill Impr./ Leadership (102 Emp.) 11
activities serve to build tighter bonds
between employees. ISO/ Productivity (51 Emp.) 5
Labour Laws (2 Emp.) 2
With 20 accidents and zero fatalities
during the year under review, it is clear
that the company policy of mandatory PPE Apart from a focus on training, UniDil is Safety committee meetings, staff are
wearing on the factory premises as well as also very much attuned to the idea of also required to wear their PPEs, conduct
the careful analysis of previous accidents providing staff with the tools they need regular safety audits and take necessary
have worked to improve overall safety to achieve a work life balance. With this corrective actions.
standards. in mind the company organized sports
days, an annual interdepartmental cricket A detailed grievances procedure is in
encounter, Sinhala and Tamil new year place. Apart from escalation through
celebrations, Christmas celebrations and management, employees also have the
an annual staff trip. opportunity to approach senior managers
directly via JCC, Welfare meetings, Food
Occupational health and safety is assured committee and a complaints box directly
via training and awareness programmes, accessed by the CEO.
strict safety rules, and compliance with
ISO standard & Factory Ordinance. While The company has had no need for the
all incidents are discussed Health & formation of a labour union.
32
Employee productivity is of paramount

importance at UniDil and the following
measurements are used to measure and
improve said productivity - OEE ( Overall
Equipment Efficiency), Quality Circles
activities, KAIZEN Suggestion Scheme, 5S
programmes, Production per employee/
Sales per employee/Profit per employees
and Achievements of production targets
and reject and waste objectives
33

Horana factory school books donations
SOCIAL AND RELATIONSHIP country, but the majority are from the The drive to improve customer
CAPITAL western province. service and satisfaction will continue
to be a top priority in 2017/18. Work
CREATING VALUE FOR CUSTOMERS
CUSTOMER CONVENIENCE has already commenced to bring
We strive to offer our customers an
A strong emphasis is placed on all our showrooms up to date, with
exceptional experience both in terms
customer convenience. Ease of refurbishments and the stocking of a
of the products offered and the service
access via our 51 showrooms and wide range of appropriate bathroom
received. Understanding our customers’
over 250 dealers, coupled with and lifestyle accessories which
needs and expectations and being able
a range that includes over 700 will turn our showrooms into a one
to provide them with the highest possible
product designs serve to create an stop, total solutions provider for our
standards, is one of the pillars on which
unparalleled customer offering. Our customers.
our business is built.
new and improved online ordering
capabilities and increased social CUSTOMER SATISFACTION
CUSTOMER PROFILE
media interaction have also done In order to ensure that customers
In terms of domestic usage, the bulk
their part to provide customers with receive the best possible service at
of the tile and bath ware customer
quicker, easier ways of accessing our every turn, we invest in our dealers
profile is made up of the upper
products and services. and suppliers, ensuring that they are
middle and middle income segments.
well trained and knowledgeable, and
Customers are found across the
receive both technological support
34
and financial assistance with which repair of key road ways as well as programme’ and have taken on the
to expand their businesses. the construction of proper roadside responsibility of developing 150 of
Customer satisfaction levels were drainage facilities. The factories are the schools across the island.
monitored in 2016 using an index. also involved in arranging for the Horana Plantations has in place a
The results were good overall, supplying of water from the National dedicated resource team of Medical
indicating that the company had Domestic Water board to families in Assistants, Welfare Officers and Child
performed to customers’ satisfaction the surrounding areas. Development Officers who provide
in all the relevant categories. These factories are also part of the support and guidance in relation to
A formal complaint management Vallibel One lead ‘500 pre schools maternal and child health, family
process and dedicated customer programme’ and have taken on the counselling services to discourage
complaint management unit are responsibility of developing 150 of child abuse, domestic violence
also in place, and served well during the schools that are involved in the and teenage pregnancies for all
the year under review, with all valid project. plantation workers. Health related
complaints settled by replacing an Rocell bathware is part of the same services including immunizations,
equivalent number of tiles. “500 pre schools project’, and has optical and dental care are provided
taken on the enormous responsibility and also extended to those outside
The special discount scheme for
of providing sanitation facilities in all of the workforce as a measure of
members of the Sri Lankan armed
participating schools. goodwill and also to build up the
forces as well as all religious
health of the community. Adequate
institutions continued in 2016/17. Unidil provided the guidance
housing and sanitation infrastructure
necessary for the Ovitigama Maha
is provided. In collaboration with
Vidyalaya to implement the 5S
PRODUCT INNOVATION ADRA a large gravity fed water
concept, in order to ensure that the
Major steps were taken during the system was constructed to provide
school is run in a more efficient and
year, in the creation of new and safe water to 280 families in Alton
effective manner.
improved products that would offer Estate. Thirty housing units were
customers greater variety and value. Swisstek Aluminium continued completed under the Ministry of
its community work via a road Livestock and Rural community
development project in the Development Programme in
CREATING VALUE FOR THE COMMUNITY
Dompe pradeshiya sabha, when Tillicoultry Estate, Lindula. At present
Caring for the communities in which we
it took responsibility for repairing the company is engaged in providing
operate has been the cornerstone of our
Kimbulwila Watta road. In order to 545 housing units in 11 estates under
business philosophy. As such, as our
encourage academic achievement Green Gold Housing Programme in
businesses have grown and developed
among the children of its employees, collaboration with Plantation Housing
so have the communities that surround
the company also provided school Development Authority. Re-roofing of
them. We make in impact not just in
books to those children who excelled worker housing has been undertaken
terms of humanitarian aid, but through
at school. in collaboration with World Vision
the use of our knowledge and expertise
to create concrete and sustainable areas LB Finance aided the Mahiyangana Lanka.
of improvement, linking our work with the Police Station in their road safety
well being of the people and environment campaign, sponsoring hand bills HUMANITARIAN
around us. for pedestrian awareness as At Rocell Bathware, the staff stepped
well as road signs regarding safe into fund two disaster management
EMPOWERING PEOPLE driving practices. The company projects, distributing lunch packs
Royal Ceramics and Royal Porcelain also sponsored notice boards for and dry rations to flood victims. The
engage in infrastructure development national parks, as well as the wildlife factory staff were also responsible
via their factories in Horana and conservation gantry and wild life for an almsgiving in aid of the cancer
jackets for the Wasgamuwa National hospital. The Company funded
Eheliyagoda. These factories are
Park. LB Finance was also part of the projects included a blood donation
responsible for the maintenance and
Vallibel One lead ‘500 pre schools campaign, as well as an eye clinic
35

CREATING VALUE FOR SUPPLIERS
Our goal is to see our suppliers grow
with us. With this in mind we work via an
equitable procurement process, strictly
adhere to contractual obligations, maintain
open channels of communication, engage
in multiple knowledge sharing initiatives
and place a strong emphasis on absolute
trust and transparency.
VALUE ADDITION
Supporting our suppliers as they strive
for the continuous improvement of their
businesses, is something we take very
seriously. As such, we provide financial aid
and technological assistance in order to
Blood donation - Bathware factory enable these expansions.
which offered free evaluation and company also distributed caps to ENGAGEMENT
treatment to those living in the area. the army officers in Puttalam, as We are conscious of the need
Both the Horana and Eheliyagoda well as sponsored the equipment for to create multiple opportunities
factories engaged in school the commando basketball team. LB for suppliers to engage with us
book donation projects to benefit Finance sponsored the Children’s
and to stay up to date with the
neighbourhood students, as well as Day programme at the Meth Care
latest developments. The annual
the supply of Sunday school uniforms Centre and made donations to the
registration of suppliers, monthly
to students visiting the village temple. blind council, the Sri Lanka Cancer
procurement committee meetings,
Society and a children's home in
Lanka Tiles and Lanka Walltiles supplier reviews and assessments of
Anuradhapura. They also funded
invested approximately Rs. 5Mn in suppliers environmental compliance
a video about sign language for
Tile and monetary donations, event standards, all ensure that everyone is
the Ceylon School for the deaf and
sponsorships, training initiatives and on board and operating to the highest
blind. The company made numerous
community support during the period standards.
donations to schools, from books,
under review.
stationery and computers, to
Unidil provided support for all swimming pools and O/L and Grade RELATIONSHIPS WITH STAKEHOLDERS
community development work in the 5 Scholarship seminar programs. LB Government and local authorities
surrounding village. Finance also carried out its annual - The group maintains strong
Swisstek Aluminium undertook to blood donation camp. relationships with all Government
provide milk tea to the nearby Sunday and local authorities in all fields
school, while also making donations and areas of business. Clear and
SPONSORSHIP OF CULTURAL ACTIVITIES transparent communication, as
to the local temple, hospital and
Every factory within the group well as absolute compliance is
police station. The company also
also chose to sponsor community paramount.
engaged in an annual book and gift
events, with the Horana and
donation programme benefitting the Trade unions - Relationships with
Eheliyagoda factories sponsoring
local nursery. Swisstek Aluminium all trade unions remain excellent. A
the New Year festival organised
also stepped in to provide disaster cordial, open door policy allows for
by Middellamullahena villagers as
relief to its employees who were clear lines of communication and the
well as the annual cultural program
affected in the 2016 floods. swift resolution of any outstanding
organized by the Horana AGA. Unidil
LB Finance sponsored mobile toilets issues, to the mutual benefit of
lent financial support to the annual
for victims of the 2016 floods. The Perahera Pinkama. concerned parties.
36
MANUFACTURED CAPITAL and sizes including special trim tiles, LANKA WALLTILES
decorated tiles, as well as handmade Though no capacity increases were made
Our Manufactured Capital sets us apart,
tiles for the North American and during the year under review, machine
defining us as pioneers, visionaries and
Australian Markets. All of the above upgrades with a new Lazer guided
benchmark setters.
retail under the ‘Lanka Tiles’ brand. handling system and sorting lines were
installed to enhance productivity. The
Our factories are all state of the art
FACTORY UPDATES IN 2016/17 factory is now capable of manufacturing
complexes powered by the latest, high
ROYAL CERAMICS 30x90 cm tiles, a significant value addition
tech machinery, and run in a way that has
Capacity at the Royal Ceramics factory will which will be launched in the market in
brought us numerous certifications for
be increased by 35% following a Rs 1.2bn 2017.
quality, health and safety as well as the
protection of the environment. We operate investment in 2017. The expansion project
will reach completion in October 2017. One SANITARYWARE
all our factories, warehouses and other The country’s first sanitary ware
facilities in the most efficient manner of the advantages of the expansion will be
the factory’s ability to increase production manufacturing plant, the Rocell
possible and have the results to prove it. Bathware complex in Homagama
of full body porcelain floor tiles for which
there is a high demand in the market. produces 245,000 pieces of Vitreous
FACTORIES China and Fine Fire Clay sanitary
Equipped with the most up to date ware appliances per annum. By
machinery, powered by efficient processes, The project will include the addition of
adding two casting lines, capacity
backed by international standards and ‘Double Charge technology’ from Italy. This
was increased by 30% during the
manned by highly trained staff, each technology will enable Rocell to cater to
year under review. The company has
factory is an example of manufacturing the demand for polished porcelain tiles.
invested Rs. 580 Mn in an expansion
efficiency and quality. project which will be completed in
ROYAL PORCELAIN
2017/18.
FLOOR AND WALL TILES Capacity was increased by 15% during the
The Royal Porcelain complex in year under review. The expansion enabled ALUMINIUM
Horana produces 11000 m2 per day, the production of glazed porcelain tiles of The Swisstek plant located in Dompe
specialising in Glazed Floor Tiles in larger sizes including 60x60 cm, 60x120 in the Gampaha District is capable
the Porcelain, Vitrified and Ceramic cm and 45x90 cm. A further Rs 50Mn was of producing 450MT per month. The
categories for the ‘Rocell’ brand. invested in coloured body with dry mixing range of products manufactured
technology. This enabled the factory to by the company includes profiles
The Royal Ceramics Lanka complex
produce the coloured body tiles which to fabricate all types of doors,
in Eheliyagoda has a capacity of
are in high demand in the market and sliding doors, windows, shop fronts,
5000 m2 per day and produces
were formerly available only via the Royal partitions, curtain walls, roller
Homogeneous full body Porcelain
Ceramics factory. shutters, ladders and tile beading.
Tiles and Glazed Porcelain Tiles for
Powder coating capacity was
the ‘Rocell” brand.
LANKA TILES increased from 120 MT to 500 MT
Pioneering floor tile manufacturer, The company will invest Rs 1.5 Bn in an with an investment of Rs. 200 Mn.
Lanka Tiles operates out of a state expansion project which will take place
of the art factory in Ranala which in 2017/18 ensuring a capacity increase PACKAGING
produces Floor tiles in the Glazed, of 3500sqm per day, making a total 35% The country’s leading corrugated
Vitrified and Ceramic categories with increase in total capacity. Apart from carton manufacturer, UniDil occupies
an output of 12,000 m2 per day. These vitrified and glazed ceramic tiles, the a 12 acre complex in Dekatana,
retail under the ‘Lanka Tiles’ brand. factory will also begin producing glazed which includes warehousing and an
Lanka Walltiles operates in Meepe. porcelain tiles and to branch out into in-house laboratory. During the year
The factory complex has a capacity new sizes including 80x80cms and 60 x under review the company added a
of 8,000 m2 per day. Lanka Walltiles 120cms. 2500 mts corrugator capacity and
produces an unmatched range of wall 500 mts printing capacity, making
tiles in a variety of colours, textures Unidil to the largest packaging
company in Sri Lanka.
37

WAREHOUSES certifications for quality, compliance and SLS
With over 60 warehouse facilities spread manufacture, including: Green Label certification.
across the country, we are renowned for
our high productivity, low cost modus ISO 14001:2004 UNIDIL:
operandi. The Group is investing in a ISO 9001: 2008 ISO 9001
massive green initiative in 2017/18 which
SLS 1181:2005 ISO 14001
will see the main warehouses convert to
solar power subject to the viability of the CE Certification ISO 22000
project. Green Label certificate for HACCP
sustainable building materials and WRAP (Worldwide Responsible
PURIFICATION PLANTS products. Accredited Production).
Each factory has its own water purification
The company is in the process of
plant. This allows our manufacturing ROCELL BATHWARE
obtaining SMETA (Sedex Members
complexes to be completely self sufficient Rocell Bathware is undoubtedly the most
Ethical Trade Audit)
when it comes to water. In addition 70% of sought after sanitary ware brand in the
our water is recycled and used for various country. Its manufacturing facility and top
SWISSTEK ALUMINIUM:
operating processes and the maintenance of the line products have been awarded
ISO 9001:2008
of the factory grounds. many industry certifications including:
SLS 1410:2011
SHOWROOM /BRANCH NETWORK ISO 9001:2005 SLS 1411:2011
As pioneers of the concept store model, ISO 14001: 2015
and with over 53 showrooms in Sri PROCESS CONTROL
Water mark certificate of conformity
Lanka, we take great pride in offering our Our manufacturing, production planning,
levels 1 and 2
customers a total solution. Our showrooms material requirement planning,
are constantly being upgraded in order to Certificate and declaration of procurement, order management,
ensure that customers can make the most conformity for CE (European warehousing and logistics are all gathered
of their shopping experience. compatibility) under Oracle’s leading enterprise planning
Please see page 64 for location of 4 star rating – water efficiency suite, with a Fault Tolerant IBM Power
branches. labelling scheme 730 Server acting as the backbone of
Green Label certificate for the system. The manufacturing facility,
QUALITY CONTROL/CERTIFICATIONS sustainable building materials and warehouse and retail outlets are
Exceptional quality standards are vital products. connected on a high-speed WAN, using a
to our business and we deliver them collaborated ERP application, ensuring an
consistently throughout the production Other group subsidiaries have also been efficient and virtually error free operation.
process in order to create a finished recognized for quality and compliance,
product that is a delight to consumers. and are the recipients of the following COST SAVINGS THROUGH PRODUCTIVITY
Our list of standardisations and certifications: The following productivity and cost saving
certifications covers quality, health and programmes have been applied in one
safety and the environment. LANKA TILE or more of the manufacturing complexes
ISO 9001 within the Group - 5S, Quality Circles,
ROYAL CERAMICS AND ROYAL PORCELAIN Kaizen, Lean Management, TQM, TPM and
ISO 14001
All Rocell branded products are Six Sigma.
OHSAS 18001
manufactured according to ISO 13006
classifications and ISO 10545 standards. SLS During the year under review these
Rocell tiles are exported to developed Green Label certification. programs helped the Group save a
markets like USA, Canada, Australia and significantly cost among the Royal
many other countries with strict quality LANKA WALLTILES Ceramics, Royal Porcelain, Lanka Tiles and
controls and compliance standards. ISO 9001 Lanka Walltiles manufacturing facilities.
Both Royal Ceramics and Royal Porcelain ISO 14001
have been awarded top industry
38
INTELLECTUAL CAPITAL All technical upgrades carried out in

IDENTITIES 2016/17 are detailed under Manufactured
As a brand name “Rocell” is associated Capital.
primarily with elegance. This elegance
is not just a facet that pleases the eye, it RESEARCH AND DEVELOPMENT
is a mood, a lifestyle, an inspiration. The Research and Development are
brand offers timeless sophistication while fundamental to the way the group
also delivering practicality, durability and operates and each factory, across all
state of the art technology, ensuring high sectors has a dedicated R&D unit. This
functionality as well as extreme aesthetic unit is engaged in fulfilling a dual purpose
appeal. - one, make a better quality product, and
two, make a more aesthetically appealing
Innovation is another key aspect of the product.
brand. The desire to give customers ‘more’
has resulted in a unparalleled range that Collaborations with leading international
promises to deliver perfection, catering to production and design companies ensure
even the most esoteric tastes. that the groups’ brands are always
evolving and perpetually on trend.
The brand’s greatest strength however
may lie in its customer centricity, because
fundamentally the brand is about the
celebration of the individual, the particular
space he or she occupies and the image
they want to create, it is a brand that can
truly say “We are all about you. And you
are what you create”.
TECHNICAL UPGRADES
State-of-the-art technology is one of the
pillars on which the group's operational
philosophy is built.
Technical teams make regular visits to

the worlds leading technical exhibitions
to sample what new developments
have taken place and stay up to date,
ensuring that the companies within the
group are always ahead of competitors in
terms of technological advantages. This
automatically translates into additional
benefits for the groups’ clients and
customers.
39

Alton Estate, Horana Plantations
NATURAL CAPITAL During the year under review, further refill the mines from which we source
In our view, success and sustainability investments were made throughout the our materials.
are inextricably linked. We are totally group to ensure the best possible results At Unidil, Sri Lanka’s number 1
committed to ensuring the mitigation in terms of regulatory compliance, energy corrugated packaging company,
of negative impact on the environment, efficiency, emission reduction, as well as the primary raw materials in use
in every area in which we do business; water and waste management. are virgin and recycled paper,
and environmental responsibility and cornstarch glue, flexo ink, stitching
sustainable practices are integral to our RAW MATERIALS wire, strapping tape, bundling tape
operational philosophy. Key raw materials in the manufacture and Chemifix glue. Paper waste
of floor and wall tiles include is exported to India for recycling
Our “Environment Management system”, minerals such as kaolin, ball clay, thereby generating extra income for
a program run according to the ISO 14000 feldspar, silica sand, schamotte, the company.
international environment management quartz, zinc oxide, frit and dolomite.
Swisstek Aluminium follows a
standards specified by BVQ1 (London) 99% of these raw materials are
rigorous recycling protocol, ensuring
in 2000, allows us to monitor degrees recyclable and find their way back
that aluminium billet scraps are dealt
of pollution, and ensure that they are into the production process. The
with in-house. All refuse that cannot
controlled and maintained at the lowest balance 1% is crushed and used to
be recycled in-house is passed on to
possible levels.
40
a reputed professional organization notable saving in terms of electricity. management. The production facility
engaged in recycling. Three new decks were included in the in Dekatana has its own waste water
kiln car to enhance loading capacity treatment plant, and all treated water
ENERGY and the time run of the first firing is used for the maintenance of the
The cost of fuel and electricity cycle was reduced. factory gardens and environs.
represent 32% and 8% respectively Energy consumption at the Lanka
of total production costs in the tiling Tiles factory was reduced by the EMISSIONS
industry. In 2016, a fortuitous drop implementation of a new conveyance At the Royal Porcelain factory in
in energy prices lead to the decision line in the squaring plant. LPG fuel Horana, all inspection and glaze
to convert kerosene operated conversion was also implemented in booths use ‘water curtains’. These
machinery to LPG or dual fuel power. the squaring plant and spray dryer. serve a dual purpose - to reduce
This conversion resulted in a fuel By converting 10% of furnace oil dust, as well as sound. Dust suction
saving of SLR 120Mn during the year usage to firewood usage, UniDil was plants have also been installed to
under review. able to generate an energy cost serve the same purpose. This is an
A waste heat recovery project at the reduction of approximately Rs. 2Mn ongoing initiative and has been 50%
Royal Porcelain factory is currently per month during the period under completed as at the end of the year
in its pilot stage and is proving very review. under review.
beneficial. The project, conducted Swisstek Aluminium places great Kiln exhaust and emissions are
with the guidance of two top notch value on the maintenance of all a challenge to contend with, and
Italian companies, will continue, and machinery in order to reduce heat future plans include the installation
is set to result in a 5% saving on loss and thereby lessen energy of heat exchangers to deal with the
energy costs in 2017/18. consumption. Kiln exhaust at the Eheliyagoda and
The energy saving campaign Horana factories.
at the Horana factory has been WATER The construction of sound proof
successful and has involved several All tile manufacturing factories canopies at the Horana and
methodologies including peak hours operating within the group have their Eheliyagoda factory boundaries, as
saving in terms of the ball mill own industrial deep wells and draw well as over the hydraulic press,
operation resulted in a saving of water exclusively from this source. press coolers and spray dryer
Rs.1mn, planned stoppages in the Access to our own water purification burners, have all contributed to
glazing lines which saved Rs.1.3mn, plant enables us to recycle 70% of a significant reduction in noise
dual fuel burner replacement in utilized water, which is then used for pollution.
Spray Dryer registered a Rs.18mn Gardening, Floor Washing and Toilet The use of green fencing along the
saving and the introduction of water Flushing. factory boundary in Horana, is a
absorbent rollers to polishing line pilot project initiated in an attempt
The Horana and Eheliyagoda
allowed for a saving of Rs.0.8 Mn in to preserve local fauna while also
factories also use recycled water
energy costs. protecting the factory premises.
in the ball mill grinding process.
The Eheliyagoda plant also carried Arrangements have been made for a
out energy saving initiatives including similar usage of recycled water for
the installation of a capacitor bank, squaring and polishing.
LPG fuel conversion in two spray
The Rocell Bathware factory
dryers and fuel saving in the vertical
introduced a water flow control
dryer. These efforts results in
system in its inspection and glazing
Rs. 42.5Mn saving in terms of energy.
booth in order to save on water
The installation of a Capacitor Bank consumption.
at the Rocell Bathware factory in
One of UniDil’s primary green
Homagama has lead to a significant
initiatives is its waste water
reduction in energy costs and a
41

Unidil has a three pronged approach
to the measuring, monitoring and
controlling of processed waste.
All solid waste is segregated into
biodegradable, non biodegradable
and glass waste. Food waste is
collected and donated as animal feed
to farms in and around the factory
premises.
Waste management processes at
Swisstek Aluminium include a fully
equipped sludge yard, which is
maintained to the highest standards.
All sludge is handed over to cement
manufacturing companies for use
within their operations.
Vegetable cultivation - Meepe Factory
LB Finance actively monitors waste
management practices as part of
A conscious effort is made to ensure fuel consumption, thus reducing the
the business operations. Awareness
that hazardous materials are not owners carbon footprint.
was created among employees to
used in the production process.
promote best practices.
These policies are adopted across all WASTE MANAGEMENT
factories including those belonging Recycling is an integral facet of our green
COMPLIANCE
to our subsidiaries - Lanka Tiles and policy.
Efficient production processes,
Lanka Walltiles. The Royal Porcelain factory in
waste reduction and a minimal
In an effort to further reduce Horana and Royal Ceramics factory
use of toxic substances are key
emissions Swisstek Aluminium uses in Eheliyagoda have conducted
when it comes to the production
a bale press machine to press raw very successful trials with a view to
of our sustainable product line.
material discharged from the melting converting squaring waste material
Due to our extensive efforts, all
section into cubical blocks. Swisstek to material that can be used in the
tiles and bathware manufacturing
Aluminium also installed a 100ft production process. Damaged Scrap
factories within the group have been
chimney which is responsible for the pieces and used moulds which
awarded ISO 14001 certification for
efficient emission of gasses from the cannot be recycled back into the
environment management, and have
melting furnace. mix are crushed and used as quarry
obtained GREEN Label (Green Star)
fillings. Plans are in the works to
In 2013, LB Finance had its carbon certification from the Green Building
institute a mechanism that convert
footprint measured and in 2015 the Council of Sri Lanka (GBSL), as well
all dust in the dust collectors into
company was awarded certification as CE certification .
a liquid formulation which can be
from the Sri Lanka Climate Fund All factories operate within the legal
mixed into the body material of tiles
as a carbon neutral company. The and regulatory limits specified by
and bathware.
company has continued its green the Central Environmental Authority
initiatives, and in the year under Across all factories, repairable
(CEA) Rocell Bathware has obtained
review promoted ’Greener Transport’ wooden pallets are fixed and used
water mark certification for water
with green financing facilities. This again or are recycled.
closets and tanks as well as WELS
product promotes the use of hybrid Organic waste collected from factory certification for water efficiency.
and electrical vehicles which reduce canteens is donated to community
farms.
42
Horana Plantations remains childhood and thereby sponsored an

committed to and complies with, all environmental programme entitled
the guidelines laid out by the CEA, ‘The Protection of Endangered
and is aligned with the code of ethics Species and International Bio-
of the Rainforest Alliance, Forest Diversity Day’. This programme
Stewardship Council and the Ethical was organized by The Department
Tea Partnership. of National Zoological Gardens
Horana Plantations PLC became the in partnership with the Young
first Company to be accredited for Zoologists’ Association and targeted
“ Certified Oil Palm “ in the world. schoolchildren in the Western
This global recognition was awarded Province.
by the Forest Stewardship Council
(FSC) which certifies sustainable
forest management practices after a
thorough evaluation of environment
friendliness, social acceptability and
economic viability.
During the year under review in
addition to the certification of Rain
Forest Alliance in respect of the
five Upcot estates, RA certification
was awarded to estates in the
Lindula cluster namely Bambrakelle,
Tillicoultry and Eildonhall.
INVESTING IN A SUSTAINABLE FUTURE

The group conducted staff training
programs focused on environmental
conservation and knowledge building
with a view to furthering the groups’
sustainability goals. By rallying every
employee under the same banner,
a consistent and concerted effort
to safeguard our precious natural
resources is guaranteed.
Companies within the group are
encouraged to engage in special
green initiatives. As such, UniDil has
embarked upon an extensive tree
planting campaign, planting over 50
trees during the year under review.
The trees planted are fruit and herb
trees chosen due to their usefulness
and ecological value.
LB Finance believes that natural
resource conservation starts from
43

Group Operational Review
ROYAL CERAMICS LANKA PLC 1181:2005, CE Marking and during the Royal Ceramics, Royal Porcelain,
Royal Ceramics Lanka PLC is a public year under review, the renowned Green SL Lanka Tiles and Lanka Walltiles
limited liability company quoted on the Labelling System. manufacturing facilities in the year
Colombo Stock Exchange. The crux of the 2017/18.
Group’s business is the manufacture and PERFORMANCE REVIEW Measures were taken to improve
retail of porcelain and ceramic tiles under During the financial year 2016/17 the production yield via investment in
the brand name “Rocell”. The Group’s company revenue increased to Rs. 3,825 mechanisms that ensure fewer
sanitaryware products are marketed million from Rs. 3,405 million in 2015/16. damages and thereby increased
under “Rocell Bathware” and represent the Group revenues increased to Rs. 26,413 yield.
only range of such items manufactured in million from Rs.24,782 million in the
Product optimization was assured
Sri Lanka. previous year.
by working closely with the dealer
segment and making sure that the
The company operates three fully owned Company profit after tax was Rs. 1,359
products with the greatest appeal
subsidiaries, Royal Porcelain (Private) million compared to Rs. 1,193 million in
and demand within the market were
Limited, Rocell Bathware Limited and the previous year. The group profit after
in stock at all times.
Rocell Pty Limited (Australia), and several tax stood at Rs.4,457 million against
Rs.4,092 million in the previous financial Stable costs in the energy sector also
other partly owned subsidiaries. worked as a saving for the company
year.
The achievement of Green Label
Royal Ceramics is the recipient of multiple
Finance costs of the company increased certification. This certifies that
certifications for quality, safety and
by 7%. The share price ended the year at all Royal Ceramics products are
environmentally conscious business
Rs.119/- compared to a price of Rs. 100/- made with significant reductions
practices. These include, for dimension
per share as at March 31, 2016. in hazardous materials, improved
and surface : EN ISO Standard 10545.2
energy efficiency and more, making
(checking rectangularity, thickness,
KEY STRENGTHS them an environmentally responsible
exterior flatness and warpage), for
Work commenced on a Rs 1.2 bn choice.
physical properties : Water absorption
- ISO 10545.3, module of rapture- ISO investment in capacity building.
10545.4 , resistance to abrasion- ISO The expansion will increase factory CHALLENGES
10545.6 (unglazed) and 10545.7 (glazed), capacity by 35% The project includes
Unprecedented weather conditions
crazing resistance - ISO 10545.11, frost the addition of Double Charge
and patterns culminated in floods
resistance - ISO 10545.12, thermal technology from Italy.
at the beginning of the financial
expansion - ISO 10545.8 and for chemical The introduction of Total Productive year, which affected the production
properties : Chemical resistance - ISO Maintenance (TPM) resulted in cost capacity.
10545.13 and Stain resistance - ISO reduction and efficacy increases
The export arm experienced a
10545.14. across the board. TPM combined with
negative turn due to the overall
the many other efficiency platforms
decrease in global demand primarily
Other certifications include SLS ISO in operation have targeted a Group
due to the glut of products from
14001:2004, SLS ISO 9001: 2008, SLS saving of Rs 600Mn just among the
China and India where economy of
Work commenced on a Rs 1.2bn investment

in capacity building. The expansion will
increase factory capacity by 35%.
44
scale and lower cost energy sources FUTURE OUTLOOK campaign involving all its showrooms, with
allows for low pricing structures The expansion project at the Royal a view to increasing customer convenience
Strict government regulation Ceramics factory will reach completion in while also presenting a reorganized
on mining and the difficulty of October 2017. As a result of this expansion inventory and range that optimizes its
obtaining licensing for clay mines, or the factory will be able to manufacture product portfolio.
purchasing land for mining, all lead larger format full body porcelain floor tiles
to a restriction of the availability of for which there is a high demand in the
raw materials that are vital for the market.
Rs.3,825 mn
sector. This resulted in the company
being forced to import some of the In 2017/18 the company will continue
raw materials at a high cost. to maximize its advanced technology,
uncompromising quality standards
Inconsistent economic and Net Revenue (2016 : Rs. 3,405 mn)
and unmatched innovation and design
governance policies with changes
capabilities to maintain and extend its
that were slow to be implemented
dominance in the local market, while also
lead to stunted investment and a
Rs.1,359 mn
investing in the expansion of its global
lowered market sentiment.
reach with new branches due to open in
Investment was also affected by cost Australia and Pakistan over the new year.
increases resulting from high interest The company also will move to a new Net Profit (2016 : Rs. 1,193 mn)
rates, income tax and other indirect head office building constructed with an
taxes, and an increased exchange investment of Rs. 490 Mn in June 2017.
rate. The company has also set in motion a
large scale relocation and renovation
45

Operational Review - Subsidiaries
damages and thereby increased
yield.
Product optimization was assured
by working closely with the dealer
segment and making sure that the
products with the greatest appeal
and demand within the market were
in stock at all times.
The company achieved Green Label
certification during the year. This
certifies that all Royal Porcelain
products are made with significant
reduction in hazardous materials,
improved energy efficiency and
more. Thus making them an
Latest PH5000 Press Machine - Royal Porcelain environmentally responsible choice.
The introduction of Total Productive
ROYAL PORCELAIN (PRIVATE) LTD - ISO 10545.8. For chemical properties: Maintenance (TPM) which resulted in
Chemical resistance - ISO 10545.13 and cost reduction and efficacy increases
Royal Porcelain (Private) Limited is
Stain resistance - ISO 10545.14. across the board.
engaged in the design and manufacture
of superior quality wall, floor and exterior
tiles under the Rocell brand name. The The company’s high quality products are
CHALLENGES
company has a high capacity modern available via a strong network of Rocell
Strict government regulation
plant situated in Horana, with a production concept stores, as well as dealer and
on mining and the difficulty of
capability of 11,000m2 of tiles a day. franchise outlets across the island, geared
obtaining licensing for clay mines, or
to ensure absolute ease of access and
purchasing land for mining, all lead to
State-of-the-art sorting and redline convenience for customers.
a restriction of the availability of raw
measuring technologies guarantee that materials that are vital for the sector.
the Ceramic, Vetrified and Porcelain PERFORMANCE REVIEW
This resulted in the company being
tiles produced at the facility are defect Royal Porcelain revenues stood at Rs.
forced to import these raw materials
minimized and design optimized. 4,665 million during the current financial
at a high cost.
Design novelty and creativity are year, compared to the revenue of Rs. 4,427
million in the previous financial year. Unprecedented weather conditions
maintained via collaboration with the and patterns culminated in floods
best designers in the industry in Italy, and Overall contribution to group revenue by
Royal Porcelain was 18%. in the begining of this financial year.
quality standards are assured through This affected the production capacity.
constant testing and experimentation in a
KEY STRENGTHS The export arm experienced a
laboratory setting. A series of demanding
Production capacity was increased negative turn due to the overall
tests and certifications are applied at
by 15% during the year under review. decrease in global demand primarily
every turn - for dimension and surface
The expansion included the capability due to the glut of products from China
: EN ISO Standard 10545.2; for physical
to produce glazed vitrified tiles as and India where economy of scale
properties : Water absorption - ISO
well as full body glazed porcelain allows for low pricing structures
10545.3, module of rapture- ISO 10545.4,
resistance to abrasion- ISO 10545.6 tiles and ceramic glazed tiles. Inconsistent economic and
(unglazed) and 10545.7 (glazed), crazing Measures were taken to improve governance policies with changes
resistance - ISO 10545.11, frost resistance production yield via investment in that were slow to be implemented
- ISO 10545.12,and for thermal expansion mechanisms that ensure fewer lead to stunted investment and a
46
Investment was also affected by cost production endeavours, supporting a PERFORMANCE REVIEW
increases resulting from high interest capacity of approximately 245,000 units, Rocell Bathware generated a revenue of
rates, income tax and other indirect of cultured Virtuous China and Fire Clay Rs.1,976 million during the year under
taxes, higher energy prices, and an Sanitaryware. review compared to Rs. 1,578 million in
increased exchange rate. the previous financial year. The company
The Rocell Bathware production process contributed 7.5% to the group’s revenue.
FUTURE OUTLOOK is endorsed under ISO 9001:2015 quality The company registered a Profit After Tax
As per the Group policy, Royal Porcelain management system certification, ISO of Rs301 million, a 17% increase when
will also focus on a demand driven supply 14001: 2015 environmental management compared to 2015/16.
chain via a greater understanding of system certification, water mark certificate
the products and options that are most of conformity levels 1 and 2, certificate and KEY STRENGTHS
desired in the market. The company declaration of conformity for CE (European The company invested Rs 580Mn in
plans to maximize the advantages of the compatibility), 4 star rating – water capacity expansion by the addition of
improvements and expansion made in efficiency labelling scheme(WELS), and casting machines and a brand new
2016/17 to venture into high demand sizes the Green Label certificate for sustainable kiln.
and textures, as well as more ‘structured’ building materials and products. Rocell Bathware added to its product
options which have been found to be portfolio, focusing on the design
popular among consumers. Rocell Bathware’s concept stores provide and manufacture of a range of
an inspirational shopping experience, Rocell brand bathware accessories
ROCELL BATHWARE LIMITED giving customers a chance to view Rocell’s including bathroom cabinets,
fine products not just in isolation, but mirrors, a range of electronic items
Rocell Bathware is the premier sanitary
more importantly as part of a total ‘look’, and more. This expanded product
ware manufacturer in Sri Lanka, and
bringing dreams and ideas to life. Rocell portfolio enhances Rocell Bathware’s
in less than a decade of operation has
Bathware is a total bathroom solutions capabilities as a total solutions
achieved an impressive 40% market
provider and is widely available via a provider.
share, wowing customers with the brands
growing network of Rocell concept stores
superior combination of elegance and The company launched new
and franchise and dealer outlets.
excellence. bathware suites including the
Urbanity Urinal and Xenon wash
The Rocell Bathware Facility in basin.
Homagama, is on par with the world’s
most sophisticated sanitaryware CHALLENGES
The tough policy with regard to the
issuing of mining licenses has lead to
a scarcity of raw materials which in
turn had a detrimental effect on the
manufacturing process.
Compelled to import raw materials,
the company experienced a spike in
manufacturing costs.
Increased fuel and labour costs
served to further drive up the cost of
production.
Under-regulated duty and statutory
payments by importers in the
industry allow for goods to be sold
at cheap prices and high margins,
thereby adversely affecting local
producers.
Shuttle kiln newest addition - Rocell Bathware
47

Rocell Pty Ltd Showroom - Mitcham, Australia
The proposal that CESS on imports ensuring total regulatory compliance turnover either locally or from a base
should be removed is a further threat with minimal disturbance to factory overseas that offers significant advantages
to a market already flooded with operations. from a cost perspective.
cheap low quality imports.
The lack of ‘anti dumping levies’ in FUTURE OUTLOOK 2017/18 is also the year of the customer.
Sri Lanka continues to be an issue Rocell Bathware will continue to fall in While Rocell Bathware has always prided
as low quality items manufactured line with the worldwide trend of cost itself on delivering exceptional customer
in large factories (primarily in China) reduction over price increase. This is service, we aim to create new benchmarks
are ‘dumped’ into the local market achieved via cost efficiencies in production in customer service excellence. Improved
below the cost. and distribution and the introduction of showroom quality, improved accessibility,
high turnover products. While much of constant additions to the product portfolio,
The depreciation of the rupee, high
the groundwork for this has been laid, continued research and development
inflation and increases in interest
the company will continue to take actions to better the products on offer and the
rates and taxes lowered the demand
that are aligned to these principles going training and development of staff to
in the market and caused a cost
forward. ensure the delivery of excellent service
increase in manufacturing.
levels, are all key components of the
Managing increased demands in company’s plans for 2017/18.
The time has come to focus on medium to
terms of environmental protection
long term solutions particularly in terms
laws covering noise, air and water
of increased capacity. 2017/18 will be the
pollution proved complex, however
year for exploring methods for increasing
Rocell Bathware was successful in
48
ROCELL PTY LTD increase its network of showrooms and under review, resulting in an improvement
Rocell Pty Ltd, is a fully owned subsidiary venture into other regions of Australia. in earnings per share from Rs.9.69 to
of Royal Ceramics Lanka PLC based in Rs.10.20.
Australia. Its first international showroom LANKA CERAMIC PLC
was inaugurated in Melbourne in mid KEY STRENGTHS
Lanka Ceramic PLC engages in the mining
2015. The company operates showrooms Drive to secure more clay rich land
and processing of raw materials for the
in Micham and Oakleigh. The Rocell in 2016/17. While the Owala and
ceramics industry and managing and
showroom in Micham is an architectural Etholuwa mines in Meetiyagoda
holding of investments in subsidiary
masterpiece by renowned architect Terry will provide sufficient operating
companies.
Davis and houses a comprehensive range capacity for another couple of years,
of bathware items customized to suit the the company ensured the steady
The largest supplier of raw material
Australian market. supply of ball clay by entering into an
to the local tiling and ceramic sector,
operating lease agreement with ball
the company’s mines are located in
PERFORMANCE REVIEW clay land owners in Dediyawala.
Meetiyagoda, Owala, Balangoda and
Rocell Pty Ltd made significant progress Dediyawela, from which Kaolin, Feldspar Efficient internal control systems
during the year under review, establishing and Ball Clay are sourced. installed. In order to ensure absolute
itself as a brand that appeals to the adherence to good corporate
discerning Australian customer in terms of The Lanka Ceramic group consists of governance, internal control systems
quality and design as well as price. Lanka Tiles PLC, Lanka Walltiles PLC, were installed in all operational and
Horana Plantations PLC, Uni Dil Packaging financial spheres. These include
KEY STRENGTHS Ltd and Swisstek Aluminium Ltd, Vallibel a special hierarchical approval
State-of-the-art showrooms Plantation Management Ltd, UniDil procedure for authorizing major
Innovative brand awareness Packaging Solution Ltd, Swisstek Ceylon capital expenditures, sudden site
campaign to introduce and promote PLC, LWL Development (Pvt) Ltd and visits and audits by the Head Office,
the product range to new markets Beyond Paradise Collection Ltd. as well as internal controls for
observing the attendance and daily
High quality standards backed by
PERFORMANCE REVIEW productivity of all employees.
numerous internationally recognized
and renowned certifications Despite a year of many challenges Lanka Strict adherence to regulations
Ceramic PLC was able to achieve its imposed by the Central
The brands quintessential luxury and
financial targets, and is currently at the Environmental Authority (CEA).
elegance
top of its game as the largest ceramic As per the guidelines given for
raw material supplier in Sri Lanka. The the rehabilitation of all mines,
CHALLENGES
company’s production volume increased the company engaged in the
A highly competitive market
from 60,756 MT in 2015/16 to 73,816 MT maintenance of the access roads
Significant investment in brand in 2016/17, this included 1,822 MT from to the mines, the construction
building Meetiyagoda, 44,460 MT from Dediyawela, and display of security fences and
26,019MT from Owala and 1,515 MT from warning boards, and many other
FUTURE OUTLOOK Balangoda, reflecting a 22% growth in community and environment oriented
Rocell Pty Ltd is set to open another production volume. regulations were obeyed in an
showroom in Moonee Ponds, Australia in efficient and timely manner.
2017. The company is a reflection of the Lanka Ceramic PLC recorded an
Rocell brand’s vision in terms of expansion increase in turnover from Rs.236 Mn in CHALLENGES
into overseas markets, and its confidence the preceding financial year to Rs. 283 Major customers experienced
in the high quality and superior design Mn in 2016/17. As a result, there was restrictions due to the availability
features of its product range. Further a significant growth in operating PAT of low cost options, unfavourable
expansion plans are in the works, and (excluding subsidiary dividend) from Rs.44 market conditions and the high
the company is seeking opportunities to Mn in 2015/16 to Rs.61 Mn during the year
49

review, the much sought after Green Label
certification.
PERFORMANCE REVIEW
The overall turnover of the company
suffered a slight decrease registering a 7%
decline in the year under review compared
to the 4% growth achieved in the last
financial year. The company’s gross profit
margin increased only by 1% compared
to the 44% achieved in 2015/16. The
Operating profit of the Company decreased
to 33% mainly due to the increase in
interest income from Rs. 70 Mn in the
previous year to Rs. 110 Mn in the year
under review.
Flooring done at Shangri-la, Hambantota
KEY STRENGTHS
interest rates, exchange rates and LANKA TILES PLC Focused strategies to minimise costs
taxations that were experienced The pioneering floor tile manufacturer and achieve efficiencies of scale
during the year under review. in Sri Lanka, Lanka Tiles PLC was were successful, allowing for an
Strict government regulation on incorporated in 1984, with Ceramic Glazed increase in production quantities in
mining and the difficulty of obtaining floor tiles as its core business. Today anticipation of the elevated demand
licensing for clay mines the company operates an ultra-modern anticipated in 2017/18. A creditable
Difficulties in purchasing mining factory at Ranala which produces tiles in a capacity utilisation of 97.5% was
lands range of sizes and textures including matt, achieved.
Unprecedented weather conditions rough, gloss, stone, marble and terra- The achievement of Green Label
and patterns cotta, in a range of self-colours or shades. certification. A Green Label identifies
Lanka Tiles enjoys a 20% market share overall, proven environmental
and is in the number 2 spot in the local preference of a product or service
FUTURE OUTLOOK market. within its category. The certification
The company diversification of products confirms that Lanka Tiles products
portfolio through entering into the The company exports 10% of all are made with significant reductions
manufacturing of quartz for the ceramic manufactured tiles to countries such in hazardous materials, improved
tile industry and supplying crushed and as the USA, Canada, Japan, Singapore, energy efficiency and more. The
powdered dolomite to manufacturing New Zealand, Australia as well as some awarding of the Green Label served
industry as raw materials and mineral countries in Europe. Lanka Tiles also has as confirmation to consumers that
fertilizer for the planation sector, an established showroom in Bangalore, in choosing a Lanka Tiles product,
expansion of customer base through India. they are making an environmentally
moving towards other ceramic product responsible choice.
suppliers and improving the production The company prides itself on delivering
The introduction of Total Productive
capacity and quality through investment in the total tile package, offering state-of-
Maintenance (TPM). A system of
new technology and clay mining lands the-art technology, high quality materials
maintaining and improving the
and inspirational designs and textures.
integrity of production and quality
All Lanka Tile products conform to ISO
systems through machines,
9001, 14001, OHSAS 18001, SLS and,
equipment, processes, and
proudly acquired during the year under
employees, thus adding business
50
The company prides itself on delivering

the total tile package, offering state of the
art technology, high quality materials and
inspirational designs and textures.
value to the company. The Tiles will be produced in India under while 50 technical factor changes and
implementation of TPM resulted in Lanka Tiles’ strict quality guidelines, ten quality improvements were made
cost reduction and efficacy increases will comply with standards imposed to existing tile designs and types.
across the board. by the Sri Lanka Standards Institute Two contemporary showrooms were
The installation of an IT-based and will carry the SLS mark. This opened in Kalutara and Matara,
Workflow Management System move will enable the company to while five showroom in the towns
linking the ordering, purchasing meet market demands in an efficient of Aluthgama, Kegalle, Peradeniya,
and good receiving functionalities and cost effective manner. Warakapola, and Wariyapola were
to the existing ERP system. This New digital orientation – the renovated with state-of-the-art
new system will result in long company invested in the extensive internal merchandising systems and
term in terms including reduced development of its social media an expanded floor area. Intelligent
costs, increases in manufacturing channels as well as its online Screens were installed at the Nawala
efficiencies, and increased sales portal, enabling orders to be showroom.
transparency and control of the raw placed via the company website A new dealer from Vavuniya was
material ordering and receiving as well as via a mobile app. These added to the company’s distribution
process. developments garnered excellent network.
Entering into a successful strategic customer feedback.
The restructured distribution
partnership with Indian tile Investment in innovation. 49 new network model will allow the
manufacturer Ambani Vitrified Ltd. designs were released to the market, Company greater control of the retail
market while allowing distributors
to work with minimal working
capital requirements. A Distributor
Automation System to connect
distributors to the central ERP
system was installed.
Training programmes aimed at
skills development and knowledge
enhancement were conducted for
tilers in the company’s tiler network.
CHALLENGES
Domestic sales decreased due to
increased inflation in the year under
review and the slowdown of the
housing sub-sector in 2015/16 which
was realised in actual terms only in
2016/17.
51

Lanka Walltiles factory - Meepe
The main factor that contributed to FUTURE OUTLOOK Based on the success of the company’s
the reduction in export sales was The company invested Rs.98Mn in 2016/17 digital customer service and marketing
the competition presented by lower towards expansion and modernization initiatives, the company will launch a
priced items from China and India. efforts. The new machinery purchased for dedicated android application which will
A longer than expected shutdown of this purpose will enhance manufacturing allow customers to purchase products
manufacturing operations in April quality and range, while enabling the from the comfort of their home.
2016, and the need to change the company to match consumer demand for
company's product mix in order to different types of tiles. This effect will be LANKA WALLTILES PLC
meet demands, resulted in actual clearly felt in 2017/18.
Lanka Walltiles PLC commenced
production being below budgeted
commercial production in its Balangoda
levels throughout the year. The Bangalore showroom of the company
factory in May 1977, exporting its first
Inconsistent economic and will be in focus during the new year
order in July of the same year. In 1994
governance policies with changes as the company mobilises efforts to
it became a public quoted company. The
that were slow to be implemented increase sales in the India and expand the
unprecedented growth of the business
lead to stunted investment and a distribution network, while simultaneously
both in the domestic and export markets
lowered market sentiment. enhancing the company’s brand
led to the commissioning of a second
positioning in the Indian market place.
factory, using state-of-the-art Italian
52
The company has been

technology and internationally renowned
machinery, in Meepe, Padukka.
awarded ISO 9001 and
Lanka Walltiles PLC is in a dominant ISO 14001 quality system
market position locally, holding 50%
market share; and is second to none in
terms of productivity, efficiency, quality
certification as well as the SLS
stamp of approval.
and creativity of design. Lanka Walltiles
produces an unmatched range of tiles in
a variety of colours, textures and sizes
including special trim tiles, decorated tiles,
as well as handmade and hand painted
tiles.
The company has been awarded ISO 9001

and ISO 14001 quality system certification
as well as the SLS stamp of approval. In
2016 Lanka Walltiles also received the
renowned Green Label certification.
The company exports products to

international markets including Australia,
Bangladesh, Canada, France, Hong
Kong, Japan, Middle East, Maldives, the
Netherlands, New Zealand, Singapore,
South Africa, Taiwan, USA, India and UK.
Kiln-Meepe Factory
PERFORMANCE REVIEW
The Company’s revenue grew by 4% to KEY STRENGTHS The achievement of Green Label
Rs. 3,345 Mn in the year under review Manufacturing facilities operated certification identifies the company
compared to Rs. 3,209 Mn achieved in the at optimum levels with over 95% as one that has overall, proven
previous year. The domestic sales volume capacity utilization. As a result the environmental preference of a
for the year under review grew by 6%. The Company was able to achieve a high product or service within its category.
growth in gross profit margin was 15% level of stocks with which to cater to Lanka Walltiles is on the cutting
amounting to a gross profit of Rs. 176 the growing demand of customers. edge of green tile production and is
Mn. This increase is mainly attributed to A total investment of Rs 43Mn dedicated to continual improvements
cost efficiency measures adopted by the was made in the expansion and that ensure the prevention of
company. Lanka Walltiles’ profitability also modernisation of the manufacturing pollution and conservation of natural
increased by 20% in 2016/17 compared facilities in Meepe. The upgrades resources, and the Green Label
to the Rs. 773 Mn achieved in the previous made will ensure long term cost certification stands testament to that
year. savings as well as an improved mission.
Export sales volumes decreased by 6% ability to cater to changing consumer Constantly seeking higher
in the year under review compared to the demand for varied tile styles, sizes productivity levels, Lanka Walltiles
previous year. and designs. invested in Total Productive
Lanka Walltiles is committed to Maintenance (TPM), a system of
the protection of the environment. maintaining and improving the
53

New corrugator machine- Uni Dil
integrity of production and quality Customer convenience was further CHALLENGES

systems through machines, ensured via the addition of two new Export sales volumes continued
equipment, processes, and franchise showrooms in Kalutara to decline mainly due to the low-
employees, thus adding business and Matara, and the upgrading cost products available from India
value to the company. of the showrooms in Aluthgama, and China. Export sales amount to
Always ahead of the curve, the Kegalle, Peradeniya, Warakapola, and only 10% of total sales volumes of
company invested in the extensive Wariyapola. Intelligent screens were the Company, however the drop in
development of its social media installed in the Nawala showroom. volume had a negative impact on the
channels as well as its online Eight new design series spanning 38 Company’s targeted sales volumes
sales portal in 2016/17. These products were also launched. during the year.
developments enabled orders to be The Company was awarded the Silver An uninviting investment market
placed via the company website as Award at the National Exporters due to inconsistent economic and
well as via a mobile app. Excellent Awards 2016 for the high quality of governance policies with changes
customer feedback indicates the its exports. that were slow to be implemented,
success of these endeavours and lead to lowered market sentiment.
makes this an area in which further Cost increases resulting from high
investment will most certainly be interest rates, income tax and other
made going forward. indirect taxes, higher energy prices,
54
and an increased exchange rate, also In terms of scope, Uni Dil has limitless spiralling tea export market all making
stunted investment. possibilities and can custom design a negative impact on the company’s
and manufacture corrugated packaging financial performance. Thus, company
FUTURE OUTLOOK boxes of any design for any industry. revenue shrank by 4% to Rs. 2.4 Bn, PAT
The company will invest in a further 20% Continually dedicated to improving was down to Rs.108Mn with net profit
production expansion in the year ahead. the quality of their product, ensuring down by 3.1% to 4.4%.
This expansion will effectively help meet timely delivery and complete customer
the demand created by the country’s satisfaction, Uni Dil has made the most Despite this, Uni Dil grew its market
rapidly expanding construction sector. of management concepts and techniques share by securing and capitalizing on the
Further investment will be made in such as 5S, Quality Circles, Kaizen, TQM business of top of the line multinational
expanding the company’s digital footprint and Six Sigma to maximize productivity companies such as Nestle, Dilmah and
as well as strengthening marketing and and excellence, deservedly winning the Ansell. As it stands, Uni Dil is on the
customer service efforts. Efforts will be National Productivity Award in 2004 in the cusp of being recognized at the number 1
made to increase export sales by tapping Manufacturing sector and Taiki Akimoto packaging company in Sri Lanka.
into new overseas markets. 5s award and Nagaki Yamamoto kaizen
award in 2002 and 2003 respectively. KEY STRENGTHS
UNI DIL GROUP OF COMPANIES Uni Dil Packaging has a Quality Capacity expansion was a primary
Management system that complies with focus in 2016/17. Factory space was
Incorporated in 1994, Uni Dil Packaging
ISO 9001, 14001 and 22000 certifications increased by 50,000 sqft, the total
Ltd specializes in the production of
along with HACCP and WRAP (Worldwide plant capacity rose by 45% and board
corrugated packaging and accessories. Uni
Responsible Accredited Production) manufacturing capacity increased by
Dil is the number 2 choice for packaging in
and in the process of obtaining SMETA 133%. In 2016 the company reached
Sri Lanka having captured a 13% market
(Sedex Members Ethical Trade Audit) its maximum corrugation production
share. 45% of the company’s business
certification. The company ensures that all capacity. Hence Uni Dil acquired
is based locally, while 55% comes from
raw materials are sourced from leading a new machine and increased its
indirect export. The company supplies
suppliers the world over. corrugator production capacity from
retail and end user manufacturers
1500 MT to 3500 MT per month.
in various industries including Tea,
PERFORMANCE REVIEW The addition of new corrugator
Garments, Ceramics, Agriculture, Rubber,
The year under review was a challenging of 2000 MT capacity served to
and Food and Catering suppliers.
one for the company with increases make Uni Dil #1 locally in terms
in exchange and interest rates and a of corrugation capacity. In total
the company invested Rs 400 Mn
in new machinery during the year
under review including an automatic
computer controlled, high speed
corrugator machine and high speed
computer controlled printer with
slotter, inline gluer and strapping
unit.
The company also introduced new
product lines in the form of laminated
cartons and a new flute combination
for 5ply boxes. The latter not only
consumes less raw material but also
allows for better print quality.
High-tech control unit corrugator machine -Uni Dil
55

take full advantage of its corrugation
capabilities. Excellent results from this are
expected in 2017/18. The company also
plans to pursue clients for the new flute
combination of 5 ply boxes as well as the
laminated cartons. Further machinery
for the production of the latter will be
purchased in the new year.
Uni Dil will also turn its attention to the

export market. Cost and waste reduction
methods will be expanded upon via the
use of productivity management tools
and the automation of hitherto manual
operations. The Sales team will focus
on the acquisition of volume customers
Anodizing - Swisstek Aluminium
to improve production efficiency. The
company is confident that with these
Another innovation introduced during CHALLENGES combined efforts it will become the first
the year was the concept of boxes Due to the oligopolistic nature of choice of packaging partner for any local
based on strength rather than weight. the industry, the total industry industrialist, and gain its rightful place as
This is currently being promoted production capacity is more than the market leader.
among customers using the box required demand. This means that
compression test. the competitiveness of the industry is
very high creating costing challenges SWISSTEK ALUMINIUM LTD
Productivity related regular
activities were implemented and due to undercutting among suppliers, Swisstek Aluminium is engaged in the
monitored by the productivity and customers using this weakness manufacture of high quality aluminium
monitoring committee. These to beat down the price even further. extrusions. The company commenced
efficiency measures brought the The increased cost of raw materials, commercial operations in September
plant operations time down from especially paper, contributed to the 2009. Despite being less than a decade in
24 hours to 15 hours, leading to rise in company expenses the business, Swisstek has achieved 40%
a considerable saving in terms of market share and captured the number
While capacity increased, the
energy expenditure. 2 spot in the local market. The company
company faced human resource
offers a wide range of finishes including
The company’s strength has always issues due to the shortage of skilled
powder coating, wood graining, anodized,
been in the hands of its highly labour. In addition, the inability to
natural and bronze.
motivated and experienced staff access machines to replace certain
whose industry expertise and product manual operations was also a All Swisstek products are ISO 9001:2008
ingenuity are second to none. drawback. certified, along with SLS 1410:2011
Customer service improvements Increased interest and exchange certifications for extrusion and anodizing
such as delivery arrangements rates also combined to adversely and SLS 1411:2011 for powder coating.
tailor made to client requirements, affect company profitability. The company is also certified as an
providing support for customer approved applicator of Jotun Powder
product improvements and technical FUTURE OUTLOOK coating.
consultation on package designing As the supplier with the greatest capacity
to improve packaging efficiency, also for corrugation, Uni Dil will seek out The Swisstek plant located in Dompe in
serve as great advantages. more group orders, using the synergies the Gampaha District is equipped with
within the Royal Ceramics group to
56
ultramodern technology and is capable of and dealers island wide, ensuring The increasing demand for large size
producing 450 MT per month. The range that Swisstek is easily accessible and profiles is also a challenge for the
of products manufactured by the company becomes their brand of choice. company
includes profiles to fabricate all types of Introduced products and new
doors, sliding doors, windows, shop fronts, concepts via island wide fabrication FUTURE OUTLOOK
partitions, curtain walls, roller shutters, courses in collaboration with the Swisstek Aluminium intends to remain
ladders and tile beading. Vocational Training Authority in Sri on this upward trajectory with the
Lanka introduction of new products to the
PERFORMANCE REVIEW market in 2017/18. With that in mind two
Overseas achievements via the
Swisstek Aluminium Limited’s profit machines have been purchased which
successful supply of extrusions for
before tax increased by 46% to Rs 365 Mn will add new surface finishes, delivering
projects in the Maldives for which the
in 2016/17. Profit After Tax was Rs 326 a sanding effect and a mirror effect. New
company gained positive feedback.
Mn. These remarkable results were mainly profiles for aluminium furniture will be
due to the streamlining of the production Quality certification in the form of designed, and new proprietary system
process which served to increase the internationally reputed Qualanod doors and windows have already been
productivity and remove bottle necks. stamp of excellence. This specifically assembled and are currently undergoing
Cost of production per MT was therefore certifies the consistent production of standard testing in India/Singapore after
26% less than in the previous year. Total high quality Anodized Aluminium which they will be introduced to the
production and sales volumes increased market.
by 21% and 26% respectively. CHALLENGES
Increases in raw material prices are Further expansion of projects in the
KEY STRENGTHS a primary challenge for the company Maldives is also a key goal in the new year.
Spearheading innovation has always The depreciation of the Sri Lankan
been one of Swisstek's pillars of Rupee and increased interest rates The company has already laid the
operation. This year was no exception also affected the company’s profit groundwork necessary to obtain Qualicoat
with great efforts made to design margin certification for its powder coating
and manufacture new products that products, and are confident of receiving
The decision, via the free trade
will be introduced to the market in this certification within the course of the
agreement, to open the Aluminum
2017/18. year.
market up to Chinese suppliers has
Improved reach via establishing the potential to be a sizable threat in
better relationships with fabricators Capacity at Swisstek Aluminium Limited
the future.
will be increased to 1000 MT following
a further investment of Rs. 530 Mn in
2017. The expansion project will reach
completion in August of this year. One
of the advantages of the expansion will
be the factory’s ability to manufacture
larger aluminium extrusions for which
the company foresees a high demand
in future. The expansion project will
also include a 30% capacity increase in
Anodized aluminium production.
Curing Oven - Swisstek Aluminium
57

Inconsistent economic and
governance policies with changes
that were slow to be implemented
lead to stunted investment and a
Cost increases resulting from high
interest rates, income tax and other
indirect taxes, higher energy prices,
and an increased exchange rate.
FUTURE OUTLOOK
As we look to 2017/18, our plans include
selectively divesting non-core assets
to enhance shareholder value, our
sister company diversification with the
Neuchtel Estate Oil Palm cultivation - Horana Plantations support of focusing more on Lanka Tiles,
penetrating into new customer segments,
capitalizing on emerging market trends,
SWISSTEK (CEYLON) PLC KEY STRENGTHS and leveraging on our diversified portfolio.
Swisstek (Ceylon) PLC formerly known Maintaining cost efficient production
as Parquet (Ceylon) PLC was established via technical excellence, continuous We are optimistic that we will be able
in 1967. The Company’s main line of process improvements and optimum to build on the momentum achieved
business shifted from the manufacture raw material mix. in 2016/17, allowing us to continue to
and sale of wooden flooring under the Development of distribution channels contribute to the immediate success of
“SWISSPARKETT” brand name to the helped increase reach to a larger the group while also assisting in broader
manufacture and sale of Tile Grout market audience. nation-building initiatives.
and Tile Mortar. The Company also Staying at the forefront of
manufactures Decorative Pebbles and manufacturing and technology HORANA PLANTATIONS PLC
continues to import and supply wooden leadership via capacity increase, Horana Plantations PLC is one of Sri
flooring for the local market. All products diversification, and process upgrades. Lanka’s premier plantation companies,
are manufactured to the highest quality Investment in new plant with sixteen estates spread over more
standards and are distributed under new infrastructure to increase mortar than 7,500 hectares, primarily in the
brand name “SWISSTEK”. capacity and thereby cater to Central and Western provinces of the
customer demands. island. Since being incorporated in
PERFORMANCE REVIEW 1992, Horana Plantations has grown
Top line revenue reached Rs. 608 Mn, up Raw material sourcing teams ensure
steady supply arrangements. into a leading producer of the finest tea,
by 20% from the Rs. 505 Mn registered rubber and other agricultural produce.
in 2015/16. The Net Profit rose to 24% Inroads into new market segments
Horana Plantations PLC is reputed for
against 14% compared to last year. The via the company’s Skim Coat and
the superior quality of its products, and
increase in the net profit to Rs. 143 Mn. Timber flooring.
many of its estates have been accredited
helped to record an improved Return on with internationally recognized quality
Assets (ROA) of 10% and Return on Equity CHALLENGES
standards.
(ROE) of 27%. The shortage of a vital raw material,
silica sand was a primary challenge
during the year.
58
All of the Horana Plantations factories Despite the numerous uncontrollable plantation sector who remains a core
have received ISO 2200:2005/HACCP variables that affected the tea crop, component of the production process.
certification which focuses on the purity Horana Plantations was able to leverage Compliance/Quality Certifications and
and safety of food products, by ensuring on the rise in prices towards the latter part Awards - We take pride in the fact
good agricultural and manufacturing of 2016. As such, the Company reported that all our business processes are
practices. The products from our tea an improved Net Sale Average of Rs. 502.3 structured around quality, safety, and
factories are tested by accredited per kg, despite a lower yield per hectare, sustainability, all within an ethical
laboratories to ensure conformance to and ultimately a segmental profit of framework. This has been reflected
the minimum residual levels of agro- Rs. 103 Mn versus a loss of Rs 8 Mn in the by the numerous certifications, and
chemicals, heavy metals and micro previous financial year. the international recognition awarded
biological content. to the Company.
The Rubber sector posted a loss of Rs.
Ethical Tea Partnership (ETP)
PERFORMANCE REVIEW 0.272 Mn against a loss of Rs. 20 Mn in
- A fairer, socially just and
Horana Plantations PLC reported a 2015/16. Production was improved from
environmentally sustainable tea
bottom-line loss of Rs. 30 Mn. However 0.843 Mn kg to 1.071 Mn Kg recording a
industry is driven by the Ethical Tea
this is a notable reduction from the Rs. 73 yield of 657 Kg against 548 Kg achieved in
Partnership (ETP) which Horana
Mn loss incurred in the previous financial the previous year.
Plantations has partnered. All our tea
year. Horana Plantations PLC witnessed
plantations are ETP accredited.
an improved Net Sale Average of Rs 502.3 KEY STRENGTHS
per kg for this financial year versus Rs. Human Resource Development and Rainforest Alliance Certification /
406.44 per kg previously. Social Welfare - Horana engages with Fair Trade Certification - Rain Forest
its staff at all levels especially the Alliance certification was awarded
Alton Estate - Horana Plantations
59

to our estates in Lindula cluster CHALLENGES Cinnamon / Coconut - The Company
namely Bambrakelle, Tillicoultry and Tea crop losses – this commenced continued to invest in Cinnamon and
Eildonhall estates during the year in the second half of 2015 when the Coconut cultivations. Sri Lanka’s
under review. This certification is in country lost approximately 9 Mn kgs Cinnamon continues to be the best in
addition to the certification awarded of tea due to unfavourable weather. the world and is highly lucrative crop
to our five Upcot estates. Fair Trade This loss was carried forward given the high prices it commands
certification was revalidated in into 2016, after which productivity in the world export market. There is
respect of Alton and Stockholm continued to deteriorate. The total also significant demand for coconuts
estates. tea production for 2016 amounted to in both domestic and international
Certified Palm Oil - Horana 292.4 Mn kgs, in comparison to 328.8 market.
Plantations PLC became the first Mn kgs in 2015, reflecting a 36.4 Mn
Timber and Fuel Wood Planting -
Company to be accredited for “ kg decline, a trend which continued
Restrictions on the harvesting of
Certified Oil Palm “ in the world. This into the first quarter of 2017.
timber prevented the Company from
global recognition was awarded by Tea Prices - Unfavourable weather profiting from previous investments
the Forest Stewardship Council (FSC) and weak economic conditions in key and contributing to the wood
which certifies sustainable forest tea importing nations kept prices low requirements of the Country.
management practices. although winter buying stimulated
Awards for tea - Alton Estate won a price increase despite the limited FUTURE OUTLOOK
a Bronze award at the recently supply during the first two quarters Horana’s diversification into oil palm,
concluded Ceylon Specialty Tea of of 2016. cinnamon, coconut and other ancillary
the year competition held in Beijing , Cost of Production - A new wage crops has served to reduce its losses, and
China. agreement was signed between mitigate risk. The Company will continue to
Field Development/Crop the Regional Plantation Companies invest in its multiple commodities, improve
Diversification - With the two key and Trade unions with an increase its agricultural practices as a means to
commodities performing negatively, of 18% from the previous wage improve productivity and lower its cost of
crop diversification has served to structure. production.
minimise the risk of dependency on Withdrawal of the fertilizer subsidy
tea and rubber while minimising the and the government ban on
Company’s financial losses. Horana importing glyphosate also had a
has since diversified in to the planting knock on negative effect
of Oil palm, Cinnamon, Coconut, Low Rubber Prices - The glut of
timber, and other fruit crops. natural rubber which was prevalent
Capital Expenditure/Factory in 2015, spilled over in to 2016.
Development - In an effort to optimise This combined with a weak global
internal efficiencies and minimise economy especially that of China, the
its cost of production, Horana largest consumer of natural rubber,
Plantations PLC continued its Field contributed towards depressed
and Factory development programme rubber prices. Contributing only
despite of many challenges. 1% towards global production of
natural rubber, Sri Lanka faces many
constraints in relation to rubber
productivity and managing its costs
of production.
60
Operational Review - Associate Companies

LB FINANCE PLC The quality of our loan portfolio saw an The innovative gift voucher scheme
A pioneer in the non-bank financial improvement, with the non-performing introduced for new deposits during
institutions sector, with nearly five assets (NPA) ratio declining from 3.28% the New Year period was very well
decades of experience under its belt, LB in 2015/16 to 2.14%. This remained well received by customers.
Finance is uniquely placed to serve the below the NBFI sector average and was a While awaiting regulatory approval on
varied aspirations and expectations of all result of the improvements to the credit branch expansion plans, LB Finance
its stakeholders. standards as well as close monitoring of invested in alternative channels such
advances. as digital banking platforms to order
The company offers a variety of services to increase customer reach.
including leasing, factoring, hire purchase, Despite many challenge, LB Finance
micro finance, mortgage loans and gold proved its resilience in 2016/17 due to its
CHALLENGES
loans. LB Finance has a widespread and ability to innovate and also as a result of
Though the Sri Lankan economy
ever expanding network of branches and the careful strategic decision making and
grew at a moderate rate of around
Gold Loan centres. excellent groundwork laid over the years.
5%, the rising interest rates in the
wake of a hike in Policy Rates posed
LB Finance is well known for its ability to KEY STRENGTHS
challenges for the financial sector.
deploy cutting edge technology in order LB Finance joined the league of Rs.
100 billion asset NBFIs, only the The tightening of the Central Bank
to offer unparalleled and unprecedented monetary policy lead to slower
levels of convenience to stakeholders, third in the industry to achieve this
milestone. growth in credit towards the end of
customers and employees. Staffed by 2016, hovering at around just 21%.
a team of professionals, and operating Despite a challenging environment,
the company increased its mortgage Rising inflation also served as a
in total compliance with all regulatory
loan portfolio and exploited new negative in the business environment.
requirements, LB Finance has built
efficient safeguards against downturns sectors in asset financing.
and any other challenges the environment Though the introduction of the FUTURE OUTLOOK
may bring. Loan To Value ratio (LTV) for leased LB Finance will continue to focus on key
vehicles lead to a decline in the strengths such as leasing, asset backed
LB Finance is licensed by the Monetary demand for unregistered vehicles, financing and gold loans in 2017/18. The
Board of the Central Bank of Sri Lanka LB Finance was able to successfully company holds an impressive market
under the Finance Business Act No.42 of exploit the market for registered share in the Gold loans sector, and aims
2011. vehicles. to increase the overall market share going
forward. The decentralising of operations,
Seizing the opportunity created
PERFORMANCE REVIEW facilitating the expansion of the franchise
when the banking sector was
At Rs 6,902 Mn, LB Finance earned the and providing a speedier service to
affected by the fall in gold prices
highest profit before tax in the Non-Bank customers, will also continue. Technology
and a regulatory directive to bring
Financial Institutions (NBFI) sector yet will also be an area of investment, as will
down their exposure to gold backed
again in 2016/17, and consequently paid employee training and development, as
loans, LB Finance capitalised on this
the highest taxes to the Government both serve to drive the business forward.
space, resulting in an impressive 24%
amounting to Rs 2,727 Mn. A customer centric focus, commitment to
growth rate in the gold loan portfolio.
innovation, and the maximising of in house
The company championed small expertise will continue to be the tools
This exceptional performance saw LB
scale borrowers, stepping into fill a LB Finance depends on as it grows from
Finance end the year with a profit after tax
need within this group for mortgage strength to strength in the new year.
of Rs 3,918 Mn, a year on year growth of
loans.
5%.
61

Operational Review - Associate Companies
Re-launch of tea brands as Delmege
Hiru Kahata and Breeze BOPF, the
expansion of Chef’s Choice product
portfolio and Motha maintaining
its 80% plus market share in the
dessert premix category, a share it
has held for over five decades, were
all advantages during the year under
review.
Lufthansa was placed 21st in cargo
by Sri Lankan Airlines despite
competition from larger, online
airlines.
Lifestyle sector dominated the
market. The company opted for the
latest installation methods thereby
gaining a competitive edge. In
DELMEGE LTD to the Operating profit of Rs.328 Mn in the
addition, two warehouses were added
Since it was first established over a financial year 2015/16.
making Delmege the largest stock
century and a half ago, Delmege has holder for all core products including
become a house hold name, best known KEY STRENGTHS
carpets, vinyl, chairs, natural and
for introducing flagship consumer brands During the year, the Alcon brand
artificial wooden flooring, hot water
as well as reputed life style and industrial continued to maintain the strongest
pipes, water heaters, geysers and
products. The Delmege Group is one of base with 35 Phaco machine
cladding.
the oldest conglomerates in the country, installations and 40 vitreoretinal
and has, while retaining their original machine installations. Overall Expansion of power tools and
business of imports, also diversified the Healthcare sector performed hardware portfolio with the
into FMCG, health care, interior décor, brilliantly showing a 43% increase in introduction of Maruyama M Line
construction products, airline services, net profit before tax when compared brush cutters and Dewalt Anchoring
insurance, exports, travel, shipping and to the previous year. and Fastening products. The
freight forwarding, serving also as General distribution network was expanded.
Best year in history for the Delmege
Sales Agents (GSA) for Kuwait Airways Obtaining approvals from key
Pharmaceutical Medical equipment
(Passenger & Cargo) Lufthansa and construction projects and also
division, with the highest turnover
Philippines (Cargo). adding 120 power tools, hardware
and profits. The Company deployed
dealers and 50 electronic dealers to
area coordinators in key towns, to
PERFORMANCE REVIEW the home appliance network. Today
better serve customers and expand
The Group turnover has grown by 3% Delmege Construction products
market reach.
year on year moving from Rs. 7.18 Bn in division dominates in the branded
Introduction of fully automated power tools market in Sri Lanka with
2015/16 to Rs. 7.41 Bn in 2016/17. Since
Axienta sales operation software, the rapid sales growth in Dewalt and
April 2016 until present the permanent
which enabled the sales function to Stanley power tools.
cost saving achieved has been significant,
be more systemized.
through the implementation and
formulation of processes and strategies Enhancement of digital marketing CHALLENGES
in day-to-day operations. As a result the via the creation of brand customized In the consumer segment the
Group was able to record an Operating pages on FB increase in VAT resulted in price
profit of Rs. 604 Mn in 2016/17 compared hikes, these coupled with rising
62
The Group turnover has grown by 3% year

on year moving from Rs. 7.18 billion in
2015/16 to Rs. 7.41 billion in 2016/17.
inflation rates restricted consumers Government sector, which had a Lewis Brown Airlines is fully geared to
to the purchase of essential items major impact on expected profits. exceed and surpass competition with
and smaller packs as opposed to bulk Delays in obtaining government more intense media coverage in the local
purchases. registrations for new products market designed to capture a larger share
caused a substantial delay in of this growing domestic demand for
Airline subsidiary Lewis Brown Air
introducing these products to the airline services.
Services faced intense competition
market, which in turn depressed the
from other major carriers who
top line. The Delmege Consumer Cluster will
offered on-line capacity and
introduce a condiments category and
guaranteed uplift coupled with
FUTURE OUTLOOK breakfast cereals category.
competitive rates, all significant
disadvantages as Lewis Brown relies The Delmege Group is poised to surge
ahead in the new financial year. The Determined to strive for greater
on a third carrier for the initial sector
construction products division is geared to achievements in 2017/18 by combining
from Colombo.
expand its market through a range of new a higher sales turnover with effective
The healthcare sector faced some products including domestic generators, cost reduction measures. Delmege will
daunting challenges due to higher petrol driven chain saws, hand tools, continue to function as an integral part
bank interest rates and delays firestop adhesive, air compressors and of the Sri Lankan economy while seeking
in receiving payments from the welding equipment. opportunities for growth both at home and
internationally.
63
Branch Network
9. 477/1, Galle Road,
Rawathawatte, Moratuwa.
Tel: 011-4210726
2 10. 587, Negombo Road,

Liyanagemulla, Seeduwa.
Tel: 011-4831987
11. 562, Peradeniya Road,

Mulgampola, Kandy.
1 Tel: 081-4471581
2
12. 37, A.A. Dharmasena Mawatha,

4 Mahaiyawa, Kandy.
Tel: 081-4475825
6 13. 504/1, Kandy Road, Kegalle.

Tel: 035-2230980
3
14. No-136 A, Colombo Road,
25 Kurunegala.
5
Tel: 037-4690467
15. 46, Chilaw Road, Wennappuwa.

Tel: 031-4874656
3
16. 521/5, 2nd Stage,
Maithreepala Senanayaka
Mawatha,
1. 98, Nawala Road, Nugegoda. 5. 158, Negombo Road, Wattala. Anuradhapura.
Tel: 011-4405160 Tel: 011-4818563 Tel: 025-4580294
2. 440, R.A. de Mel Mawatha, 6. 392, Gala Junction, 17. 223, Colombo Road,
Colombo 03. Kandy Road, Kiribathgoda. Ratnapura.
Tel: 011-4209204/5/6 Tel: 011-4817231 Tel: 045-4360318
3. 256 A, Galle Road, 7. 469/A, High Level Road, 18. 254, Badulla Road, Bandarawela.
Mount Lavinia, Makumbura, Kottawa. Tel: 057-4496014
Tel: 011-4202815 Tel: 011-4308413
19. 443, Galle Road,
4. 780/1, New Kandy Road, 8. 114, Colombo Road, Piliyandala. Kalutara North, Kalutara.
Thalangama North, Malabe. Tel: 011-4210675 Tel: 034-4280469
Tel: 011-4411775
64
20. 132, Anguruwatota Road, 31. No. 279, Katugastota Road, 42. 7, T.B. Panabokke Mawatha,
Horana. Kandy. Gampola.
Tel: 034-4285033 Tel: 081-4481759/60 Tel: 081-4951436
21. 77, W.D.S. Abeygunawardena 32. 574, Galle Road, 43. Sri Bodhi Dakshinaramaya,
Mawatha, Kalutara South, Kalutara Kandy Road, Vavuniya.
Pettigalawatte, Galle Tel: 034-4280933/4 Tel: 024-4928331/2
Tel: 091-4380033
33. 101, Nawala Road, Nawala. 44. 2/1, Kandy Road, Trincomalee.
22. 139, Gunawardena Mawatha, Tel: 011-4311311 Tel: 026-2225008
Kotuwegoda, Matara.
Tel: 041-4933629 34. 278, Massale, Galle Road, 45. No. 679, Anuradhapura Road,
Beruwala. Dambulla
23. 294, Highlevel Road, Nawinna Tel: 034-4288371/2 Tel: 066-4935041/2
Maharagama.
Tel: 011-4319514 35. 39, Godagama Road, 46. No. 218, Stanley Road, Jaffna
Athurugiriya. Tel: 021-4927003/4
24. 500/2, Galle Road, Panadura. Tel: 011-4443641
Tel: 038-4281898 47. No. 232. Rathnapura Road
36. 52, Kandy Road, Nittambuwa. Pelmadulla
25. No-509 Colombo Road, Kaduwela. Tel: 033-4929681 Tel: 045 4935060, 045 4935065
Tel: 011-4948182
37. 52, Barnes Ratwatta Mawatha, 48. “Kandaland” Wellawaya Road
26. 200, Colombo Road, Negombo. Balangoda. Monaragala
Tel: 031-4922192 Tel: 045-4927365 Tel: 055 4936169
27. 721 & 721 A, Mandandawela, 38. 70, Bank Road, Badulla. 49. No. 114, Colombo Road
Trincomalee Street, Matale. Tel: 055-4499780 Chilaw
Tel: 066-4460928 Tel: 032 4934126
39. 76 A, Tangalle Road,
28. 86, Weyangoda Road, Thavaluwila, Ambalanthota. 50. No.320, Kandy Road
Minuwangoda. Tel: 047-4932446 Kadawatha
Tel. 011-4969060 Tel: 011 4322994
40. 30, Narahenpita Road, Nawala
29. 174/A/2, Colombo Road, Tel: 011-4651000 51. No.124, Mahathma Ghandi
Gampaha. Street, Batticaloa
Tel: 033-4670937/755 41. 185 B, Ratnapura Road, Tel: 065 4929450
Moragala, Eheliyagoda.
30. 181, Hettipola Road, Kuliyapitiya. Tel: 036-4922946
Tel: 037-4930870, 037-4696134
65
Corporate Governance
The Group manages its affairs in Exchange’s Listing Rules and the Code of Rocell’s governance guidelines provide
accordance with appropriate standards Best Practices on Corporate Governance Directors and Management with a road
for good corporate governance. The Board issued jointly by the Securities and map of their respective responsibilities.
is committed to enhancing stakeholder Exchange Commission of Sri Lanka and These guidelines, which will be updated
value whilst ensuring that proper internal the Institute of Chartered Accountants periodically, detail clearly those matters
control systems are in place by complying of Sri Lanka on matters relating to the requiring Board and Committee approval,
with generally accepted corporate financial aspect of corporate governance advice or review. The Group’s Governance
governance practices as well as specific as a useful guideline. Framework is depicted in the following
requirements under the rules set out diagram.
in Section 7.10 of the Colombo Stock
Shareholders External Auditors
Board of Directors. (Non

Executive Chairman,
Non Executive Deputy
Remuneration Committee Audit Committee Related Party Transaction
Chairman, 2 Executive Review Committee
Directors, 6 Non
Executive Directors)
Managing Director
Corporate Management
Group Management Key

Committee Appoints
Elects
66
In our framework of Governance, enabling senior management to execute COMPOSITION OF THE BOARD
we have identified the importance of their responsibilities fully and in the The Board consists of ten Directors, eight
providing the Board information which interests of Shareholders. The following Non-Executive Directors and two Executive
is comprehensible, relevant, reliable and are the Board’s primary responsibilities, Directors being the Managing Director
timely. Critical information needs to be some of which may be carried out by – Mr. M.Y.A.Perera and the Director
presented in such a way that it cannot be Sub-Committees of the Board or the Marketing & Business Development – Mr.
ignored. independent Directors as appropriate: Tharana Thoradeniya.
STRATEGIC DIRECTION AND Overseeing the conduct of the There is a balance of Executive and
Company’s business so that it is
IMPLEMENTATION Non-Executive Directors to ensure that
effectively managed in the long-term the decisions taken by the Board are
Group strategies are subjected to a interests of Shareholders;
comprehensive annual review by the collective. The Non-Executive Directors do
Selecting, evaluating and not have any business interest that could
Board and are discussed further as
compensating the Managing Director materially interfere with the exercise of
necessary during the year.
and planning for Managing Director their independent judgment.
succession, as well as monitoring
The Corporate Management has been
management’s succession planning Each Non-Executive Director has
delegated authority to formulate
for other key executives; submitted a Declaration of his
strategies, seek approval for such
strategies and implement them within Overseeing and reviewing the independence or non- independence as
the policy framework established by Company’s strategic direction and required under the Listing Rules of the
the Board. The achievement of targets objectives, taking into account Colombo Stock Exchange.
through implementation of strategies (among other considerations)
formulated, current performance and the the Company’s risk profile and Mr. G A R D Prasanna, Ms N R Thambiayah
short term outlook are reviewed at Group exposures; and Mr. L N De S Wijeyeratne qualify
Management Committee meetings which Monitoring the Company’s accounting against the criteria for independence as
are held monthly. and financial reporting practices and per Rule 7.10.4 of the Listing Rules and the
reviewing the Company’s financial Board, based on declarations submitted
and other controls; by the said Directors has determined that
BOARD OF DIRECTORS they are Independent Directors.
The Board, comprising of professional Overseeing the Company’s
and experienced business leaders of high compliance with applicable laws and
The period of service of Mr. L T
repute, is entrusted with, and responsible regulations; and
Samarawickrama exceeds nine years
for providing strategic direction to the Overseeing the processes that are and Messrs S H Amarasekera and R
company in an honest, fair, diligent and in place to safeguard the Company’s N Asirwatham, serve as Independent
ethical manner. assets and mitigate risks. Directors of Vallibel One PLC, which has a
significant shareholding in the Company.
CORE DUTIES OF THE BOARD In discharging its duties, the Board is
entitled to rely on the advice, reports and The Board is of the view that the period
The Board, which is elected by the
opinions of the management, auditors and of service of Mr. L T Samarawickrama
Shareholders, is the ultimate decision-
outside experts. In that regard, the Board and the directorships of Messrs S H
making body of the Company, except
and its Committees shall be entitled, at Amarasekera and R N Asirwatham do
with respect to matters reserved to
the expense of the Company, to engage not compromise their independence
Shareholders. The primary function of
such independent legal, financial or and objectivity in discharging their
the Board is to exercise its collective
other advisors as they deem appropriate, functions as Directors and therefore
business judgment to act in what it
without consulting or obtaining the based on declarations submitted by
reasonably believes to be in the best
approval of any Officer of the Company. the said Directors, has determined that
interests of the Company and its
those Directors shall nevertheless be
Shareholders. In exercising its business
“independent” as per the Listing Rules.
judgment, the Board acts as an advisor
and counsellor to the senior management
and defines and enforces standards
of accountability – all with a view to
67
BOARD SUB-COMMITTEES and sets guidelines for the remuneration The Report of the Related Party
AUDIT COMMITTEE of the management staff within the Transactions Review Committee is given
The Audit Committee is responsible Group. The Committee, consisting of on page 86.
for monitoring the integrity of financial Non-Executive Directors, two of whom
statements of the Company by ensuring are Independent, is chaired by Mr. BOARD MEETINGS AND
S H Amarasekera. The Report of the
compliance with relevant financial ATTENDANCE
reporting regulations and requirements. Remuneration Committee appears on Page
85. The total of Directors’ Remuneration Scheduled Board and Board Sub-
The Audit committee also oversees the Committee meetings are arranged well
relationship between the Company and is reported in Note 34.2.1 to the Financial
Statements, on page 180. in advance to ensure, as far as possible,
the Auditor and reviews the Company’s that the Directors can manage their time
financial reporting system. commitments. All Directors are provided
RELATED PARTY TRANSACTIONS REVIEW
COMMITTEE with supporting papers and relevant
The Board has appointed an Audit information for each meeting and are
Committee consisting entirely of The Related Party Transactions Review
Committee was appointed by the Board for expected to attend, unless there are
Independent Non-Executive Directors exceptional circumstances that prevent
Mr. L N De S Wijeratne was appointed the purpose of conducting an independent
review, approval and oversight of all them from doing so. Regular meetings
as the Chairman of the Audit Committee of the Main Board are scheduled once a
with effect from 26th September 2016. related party transactions of the company
and to ensure that the company complies month to consider, among other matters,
A comprehensive Report of the Audit the performance and financial statements
Committee appears on page 83. with the rules set out in the code. The
names of the Directors who serve on the for the period and to approve routine
said Committee are given on page 86. capital expenditure of the Company.
REMUNERATION COMMITTEE Special Board meetings were also held
The Remuneration Committee decides on
the remuneration of Executive Directors
Name Directorship Main board Audit Remuneration Related Party

Status Committee Committee Transactions
Review
Committee
Total no of meetings held 14 9 4 3
Dhammika Perera Chairman 14/14 N/A N/A N/A
Amarakone Mudiyanselage Deputy Chairman 14/14 N/A 4/4 2/3
Weerasinghe
Wannakawattewaduge Don Nimal Managing Director 10/14 N/A N/A N/A
Hemasiri Perera*
M. Y. A. Perera** Managing Director 1/14 N/A N/A N/A
Tharana Gangul Thoradeniya Executive Director 10/14 N/A N/A N/A
Lalin Tusitha Samarawickrama Independent Non-Executive Director 10/14 5/9 N/A N/A
Rasika Dimuth Prassanna Independent Non-Executive Director 14/14 N/A N/A N/A
Godawatta Arachchige
Rajanayagam Nalliah Asirwatham Independent Non-Executive Director 7/14 7/9 1/4 3/3
Shiran Harsha Amarasekera Independent Non-Executive Director 13/14 8/9 4/4 N/A
N. R. Thambiayah Independent Non-Executive Director 12/14 N/A N/A N/A
L. N. De S Wijeyeratne*** Independent Non-Executive Director 13/14 7/9 N/A 2/3
M. D. S. Goonatilleke**** Independent Non-Executive Director - 1/9 - 1/3
*Resigned w.e.f. 07.03.2017
**Appointed to the Board on 14.03.2017
***Appointed to the Board on 16.05.2016
**** Resigned w.e.f. 12.05.2016
68
as and when required to discuss urgent irregularities are prevented or detected

matters. Attendance at the scheduled within a reasonable time.
Board meetings is set out below.
The Group’s Internal Audit Department
RELATIONSHIP WITH plays a significant role in assessing
the effectiveness and successful
SHAREHOLDERS
implementation of existing controls and
Shareholders are provided with the Annual strengthening these and establishing new
Report, which the Company considers as controls where necessary. The Internal
its principal communication with them and Audit reports are made available to the
other stakeholders. The Company provides Managing Director, Head of Finance &
to the Colombo Stock Exchange for public Treasury and the Audit Committee.
release, Interim Financial Statements
prepared on a quarterly basis as soon as The Group also obtains the services of
the figures are approved by the Directors independent professional accounting
and within the period stipulated by the firms other than the statutory auditors to
Listing Rules. The Shareholders have carry out internal audits and reviews to
the opportunity of meeting the Board supplement the work done by the Internal
and forwarding their questions at the Audit Department.
Annual General Meeting (AGM). The Board
believes the AGM as a means of continuing The Board has reviewed the effectiveness
effective dialogue with Shareholders. The of the system of financial controls for the
Board offers clarifications and responds period up to date of signing the accounts.
to concerns Shareholders have over the
content of the Annual Report as well as
other matters which are important to DISCLOSURE
them. However, this does not limit the The Board’s policy is to disclose all
Shareholders’ communication with the relevant information to stakeholders,
Board, and they are free to communicate within the bounds of prudent commercial
anytime with the Managing Director, judgment, in addition to preparing the
Company Secretary or any of the senior financial statements in accordance with
managers depending on the matter to be Sri Lanka Accounting Standards, the
addressed. Companies Act No. 7 of 2007, and in
conformity with Stock Exchange disclosure
requirements.
INTERNAL CONTROL
The Board places a high priority on
internal controls to manage the day-to- GOING CONCERN
day affairs of the company. The Board The Board of Directors, after conducting
is responsible for the Group’s internal necessary inquiries and reviews of the
control and its effectiveness. Internal Group’s budget for the ensuing year,
control is established with emphasis capital expenditure requirements, future
placed on safeguarding assets, making prospects and risks, cash flows and
available accurate and timely information borrowing facilities, has a reasonable
and imposing greater discipline on expectation that the Company and the
decision making. It covers all controls, Group have adequate resources to
including financial, operational and continue in operational existence for the
compliance control and risk management. foreseeable future. Therefore the going
It is important to state, however that any
system can ensure only reasonable and
not absolute assurance that errors and
69
concern basis has been adopted in the Corporate Governance are given in the preparation of the Financial Statements,
preparation of the Financial Statements. following table. and the Directors are of the view that they
have discharged their responsibilities as set
COMPLIANCE OTHER INFORMATION out in this statement. The performance of
the Company and its subsidiaries during the
The Group levels of Compliance with the The Annual Report contains statements
year under review and the future prospects
CSE’s Listing Rules – Section 7.10 on from the Board, including the
of the Group are covered in the Managing
responsibilities of the Directors for the
Director’s Review of Operations and the
Management Discussion and Analysis.
Corporate Governance Principles CSE Rule Compliance Rocell’s level of Compliance

Reference Status
Non-Executive Directors 7.10.1 Compliant Eight out of ten Directors are Non-Executives
Independent Directors 7.10.2 (a) Compliant Six out of eight Non-Executive Directors are “Independent”
7.10.2 (b) Compliant
Disclosures relating to Directors 7.10.3 Compliant Given under the heading of Composition of the Board in this
Report. Brief resumes of each director appear on page 18.
Remuneration Committee 7.10.5 (a) Compliant The Committee comprises of two Non-Executive
Independent Directors and one Non-Executive Director.
7.10.5 (b) Compliant Please refer Remuneration Committee Report on page 85.
7.10.5 (c) The aggregate remuneration paid to Executive and Non-
Executive Directors is given under Note 34.2.1 to the
Financial Statements on page 180.
Audit Committee 7.10.6 (a) Compliant The Committee comprises of four Non-Executive Directors,
all of whom are Independent. The Chairman of the
Committee is a Member of a recognized professional
Accounting Body. The Managing Director and the Head
of Finance & Treasury attend Committee meetings by
invitation.
7.10.6 (b) Compliant Please refer Audit Committee Report on page 83.
7.10.6 (c) The names of the Audit Committee members and the basis
of determination of the independence of the auditor is also
given in the Audit Committee report
Related Party Transactions Review 9.2.2 Compliant The Committee comprises of three Non-Executive Directors,
Committee of whom two are Independent Non- Executive Directors.
9.3.2 Compliant Please refer Related Party Transactions Review Committee
Report on page 86.
70
Risk Management
The Board of Directors are responsible Code of Business Conduct describes For specific units, the risk appetite may
for risk management in the Company and principles in the areas of People (social deviate from the overall company profile.
is supported by the Audit committee and and humanitarian standards), Planet
Group Management Committee. The aim of (principles with regard to the environment) OBJECTIVES AND RISK
the risk management system is to ensure and Profit (principles regarding fair and
IDENTIFICATION, ASSESSMENT
that the extent to which the company’ ethical business practices). A company-
AND RESPONSE
strategic and operational objectives are wide inventory was made of bribery and
being achieved is understood, that the corruption risks. This inventory will be In line with the mandatory risk
company’s reporting is reliable and that used to complement the general policy management process, business groups
the company complies with relevant laws against corruption and bribery with that updated their strategy in 2016
and regulations. business and region specific actions and performed a business risk assessment to
practices. identify and assess the implementation
The Risk Management Framework of risks of the chosen strategy and agree on
Rocell has been designed to achieve Another important factor determining the responses. At mid-year and at year-end,
maximum integration of the risk internal environment for risk management all units review and report their risks
management process in the normal is the risk appetite. This risk appetite and incidents as part of the semi-annual
business processes. It provides for risk cannot be captured in one figure or risk reporting process. In 2016, the Board
assessment tools, controls for risks that formula, but varies per category of risks. identified any necessary responses to be
commonly occur in the company and The Board of Directors has reviewed the made in addition to the mitigating actions
monitoring and reporting procedures company’s desired risk appetite. The already in place in order to bring the risks
and systems. The internal controls for main characteristics can be described as within the defined risk appetite.
the goods and money flows have been follows:
‘built into’ business processes, and tools The preliminary outcomes were reported
have been developed to support their To fulfill its strategic intent, Rocell is to and discussed with the Audit Committee
implementation and to monitor their prepared to accept considerable risks and the Group Management Committee.
effectiveness in operation. In this way, a in its drive to develop its people and These ‘top-down’ outcomes were
high level of internal control is achieved organizational base into a competitive compared with the risks and incidents as
efficiently. advantage, in its innovation reported ‘bottom-up’ by the operational
programs, in its expansion to high units in their Letters of Representation and
growth economies and in developing with findings from internal and external
THE FUNCTIONING OF THE audits. The main risks and responses as
sustainability as a business driver.
SYSTEM IN 2016/17 reported on the following pages.
Of course these risks will always be
The important events in risk management limited by defined hurdle criteria and
in 2017 are reported below. This section rigorous implementation programs. THE COMPANY’S TOP RISKS
is structured according to the elements
of the Company’s risk management Rocell identifies the likelihood and impacts
framework. In risk areas such as intellectual of events that could jeopardize the
property protection, acquisitions and achievement of the targets for 2017/18.
joint ventures, production-process In setting these targets, assumptions
INTERNAL ENVIRONMENT FOR were made about the macroeconomic
reliability, business continuity, and
RISK MANAGEMENT product liability the company is and global financial developments (basic
Values and business principles are cautious to conservative. scenario). The following table shows the
an important element of the internal most important risks for Rocell achieving
environment for risk management. Directly its targets under the basic scenario, and
With regard to reputation, safety,
related to its mission to create brighter the remedial actions to mitigate them.
health and environment and internal
lives for people today and generations to
and external non-compliance the
come, Rocell has chosen sustainability as
company is risk averse.
its core value.
Rocell’s business principles, which are This risk appetite gives guidance for the
defined in the Code of Business Conduct, responses to the risks identified in the
are based on this core value. The Company Corporate Risk Assessment (see below).
71
Risk Management
Description of risks Mitigating actions
Competition and commoditization in existing markets, especially
also referring to Imports
Price pressure and other competitive challenges especially Cost reductions in all businesses are being continued to increase
imports from countries such as China and India may cause the competitiveness. Further innovation and quality consciousness
profitability of Rocell’s Activities to deviate from the expected drives a focus to deliver a superior product range.
levels.
People, organization and culture
The implementation of the business strategy is supported by Rocell constantly focuses on:
organisational measures to enhance regional and functional External Orientation
effectiveness. These measures may lack sufficient clarity and/or Accountability for Performance
speed, resulting in inadequate collaborative and result-oriented
Collaboration with Speed
behaviour and/or insufficient speed in achieving the projected
diverse and international human resource base. Inclusion & Diversity
Attention will be given to the implementation of stronger regional
and functional talent efforts and Career development.
Global financial economic and technical developments Rocell has made corporation with global industry giants to be
updated with technological advancement and global trends.
An economic downturn could have a significant detrimental effect Rocell will proceed with its profit protection plans, including
on the achievement of the targets. This effect could be aggravated further control on operating working Capital.
by volatility in currencies.
Increase in interest rates
OTHER IMPORTANT RISKS supply streams as well as increasing Business continuity risks.
Acquisitions & Partnerships. (perceived) pressure on the availability of Major disruptions, especially in the supply
The risk on Acquisitions & Partnerships resources may lead to price fluctuations chain, in manufacturing and in the ICT
shifted from finding sufficient additional and availability issues, influencing Rocell’s environment, remain a low likelihood but
value adding acquisitions to getting the profitability. possibly a high impact risk. Actions are
recent acquisitions effectively integrated. being continued to recognize and prepare
The company has developed good Intellectual property (IP) risks. for the most important scenarios.
practices and structured processes to The policy of accelerated growth through
mitigate this. speeding up innovation and expansion Safety, Health and Environmental
in high growth economies holds the risk (SHE) risks.
Innovation of increased exposure in the IP area. Rocell have enhanced its already strict
The current outlook is that Rocell is on Measures will continue to be taken safety policies even further. These risks
track to realize the innovation ambitions as to contain these risks, but these may cannot be excluded altogether and any
set in its strategy and it’s Brand Promise. not always be completely effective in accidents may have a deep impact in
In addition to the top risks, the most recent mitigating IP risks. terms of human suffering and (reputation)
risk assessment and reports show the damage to the company.
following risks as being most important: Security (including information
security). Production process risks.
Raw material and energy price and Especially in the area of the security of and These risks are identified and mitigated
availability risks. access to data in ICT systems, a continued frequently. This demonstrates awareness
Rocell implement various policies to focus on monitoring and mitigating actions for the normal operational risks of the
avoid supply chain disruptions (e.g. is required, given the increasing tension company.
multiple supplier strategy) and decrease between the growing professionalism
price volatility (e.g. supplier contracts). of cybercrime and widespread use of
Nevertheless, the increasing complexity (mobile) IT.
and interdependence of worldwide
72
OVERVIEW OF RISK CATEGORIES Innovation risks (new markets, and the effectiveness of the controls.
The following is an overview of all risk products and technologies) Deviations from Corporate Requirements
categories that have been identified as People, organization and culture risks are only allowed temporarily, if sufficient
potentially important and from which the alternative controls are in place and
Intellectual Property protection risks
main risks described above have been after approval by the responsible Board
Raw material / energy price and member. A limited number of waivers have
derived. availability risks been granted.
Sustainability risks
For the management of all these
categories of risks, strategies, controls Other generic/strategic risks INFORMATION AND
and/or mitigating measures have COMMUNICATION
been put in place as part of Rocell’s A continuous effort is being made to
risk management practices. These OPERATIONAL RISKS
inform employees about the Rocell risk
nevertheless involve uncertainties that Reputation risks
management system and train them in its
may lead to the actual results differing Customer risks use.
from those projected. There may also be Production process risks
risks that the company has not yet fully
assessed and that are currently qualified
Business continuity risks CONCLUSION
as ‘minor’ but that could have a material Product liability risks The Board of Directors, the Audit
impact on the company’s performance ICT risks Committee and the Group Management
at a later stage. The company’s risk Committee are of the view that an effective
Program and Project Management
management and internal control system Risk Management Framework and Process
risks
has been designed to identify and respond is in place to minimize all potential risks
(Information) security and Internal and their probable impact on Rocell.
to these developments on time, but 100%
Control related risks
assurance can never be achieved.
Industrial relations risks
CONTROL ACTIVITIES Safety, Health and Environmental

risks
Rocell’s Audit Committee which, under the
direction of the Managing Director sets up Other operational risks
annual risk management plans monitors
their implementation and reviews risk
FINANCIAL AND REPORTING
management issues on a regular basis.
During the year under review, major risk
RISKS
management events, such as business risk Liquidity and market risks
assessments, audits and the occurrence Reporting integrity risks
of control failures or weaknesses, were Other financial risks (e.g. credit, tax)
discussed with the responsible Group
Management Committee and Board
member. LEGAL AND COMPLIANCE RISKS
Risks of legal non-compliance
GENERIC/STRATEGIC RISKS Risks related to regulatory
Global financial and economic developments
development risks Other legal and compliance risks
Risks related to high growth
economies Commonly occurring risks are mitigated
Risks of competition and through the implementation of the
commoditization in existing markets Corporate Requirements and process
Political and country risks controls in the business processes.
The operational units regularly test
Risks related to disposals,
compliance with these requirements
acquisitions and joint ventures
73
Annual Report of the Board of Directors on

the Affairs of the Company
The Directors of Royal Ceramics Lanka its subsidiaries during the financial year NON - EXECUTIVE DIRECTORS
PLC have pleasure in presenting their under review. Mr. Dhammika Perera* - Chairman
Annual Report together with the Audited Mr. A M Weerasinghe - Deputy
Financial Statements of the Company and A review of the business and performance Chairman
the Audited Financial Statements of the of the Group during the year, with
Group for the year ended 31st March 2017. comments on financial results, future
strategies and prospects are contained INDEPENDENT NON - EXECUTIVE
DIRECTORS
GENERAL in the Managing Director’s Review of
Operations, Chairman’s Message and Mr. L T Samarawickrama - Director
Royal Ceramics Lanka PLC is a public
Management Discussion and Analysis on Mr. G A R D Prasanna - Director
limited liability company which was
incorporated under the Companies Act No. pages 10,12 and 22 which form an integral Mr. R N Asirwatham - Director
17 of 1982 as a private limited company part of this Report.
Mr. S H Amarasekera - Director
on 29th August 1990, converted to a
This Report together with the Financial Ms. N R Thambiayah - Director
public limited liability company on 6th
December 1991, listed on the Colombo Statements, reflect the state of affairs of Mr. L N De S Wijeyeratne - Director
Stock Exchange on 3rd May 1994 and the Company.
re-registered as per the Companies Act, * Alternate Director - Mr. T G Thoradeniya
No.7 of 2007 on 13th March 2008 under FINANCIAL STATEMENTS`
Registration PQ 125. Mr. W D N H Perera who served as the
The Financial Statements of the Company
Managing Director of the Company
and the Consolidated Financial Statements
PRINCIPAL ACTIVITIES OF THE resigned with effect from 7th March 2017.
of the Company and its subsidiaries, duly
COMPANY AND REVIEW OF signed by two Directors on behalf of the
PERFORMANCE DURING THE Mr. L T Samarawickrama retires by
Board are given on pages 92 to 197.
YEAR rotation at the conclusion of the Annual
General Meeting in terms of the Articles
AUDITORS’ REPORT of Association and being eligible is
The Principal activities of the Company
The Report of the Auditors on the Financial recommended by the Directors for re-
are the holding of investments and the
manufacture and sale of wall tiles and Statements of the Company and its election.
floor tiles. subsidiaries is given on page 91.
The Directors have recommended the
The Principal activities of subsidiary ACCOUNTING POLICIES re-appointment of Mr. R N Asirwatham
Companies are the manufacture and sale who is 74 years of age, as a Director of the
The accounting policies adopted in the
of wall and floor tiles, sanitary ware, paint Company; and accordingly a resolution
preparation of Group’s Consolidated
and allied products, investments and will be placed before the shareholders in
financial statements are given on pages
management of subsidiary companies, terms of Section 211 of the Companies Act
100 to 116 and are consistent with those
cultivation and processing of tea and in regard to the re- appointment of Mr. R N
of the previous period.
rubber, mining, processing and sale of raw Asirwatham.
materials for tiles and ceramic products,
manufacture and sale of tile grout and
DIRECTORS Mr. M Y A Perera who was appointed to the
The names of the Directors who held office Board on 14th March 2017 shall retire in
mortar, manufacturing and trading of
aluminum extrusions, manufacture and as at the end of the accounting period are terms of the Articles of Association of the
marketing of corrugated cartons, property given below and their brief profiles appear Company at the forthcoming Annual General
holding and wholesaling and retailing on pages 16 to 19. Meeting and being eligible is recommended
of floor and wall tiles and bath ware in by the Directors for re-election.
Australia. EXECUTIVE DIRECTORS
Mr. M Y A Perera - Managing Director Directors of subsidiary Companies are
There have been no significant changes in Mr. T G Thoradeniya - Executive given in Annexure A of this report.
the nature of activities of the company and Director

74
INTERESTS REGISTER compensation in Note 34.2.1 to the with any of the Directors. The Company
The Directors’ Interest register is Financial Statements on page 180. carried out transactions during the year
maintained by the Company and relevant in the ordinary course of its business
disclosures are made in this report. DIRECTORS’ INTERESTS IN at commercial rates with the related
entities of directors referred to herein. The
CONTRACTS
Directors have no direct or indirect interest
DIRECTORS’ REMUNERATION Except for the transactions referred to in in any other contract or proposed contract
The Directors’ remuneration is disclosed Note 34 to the Financial Statements, the with the Company.
under key management personnel Company did not carry out any transaction
Name of Related Party Name of Director Relationship Details Balance Outstanding

as at 31/03/2017
Royal Porcelain (Private) AM Weerasinghe Director A sum of Rs. 325,123,710 /- was received as (1,119,565,355)
Limited service charges
TG Thoradeniya Director A sum of Rs. 459,000,003 /- was received as
dividends.
LT Samarawickrama Director Materials worth of Rs. 84,750,714/- were
purchased
GARD Prasanna Director Materials worth of Rs. 8,060,773 /- were sold
RN Asirwatham Director A sum of Rs. 672,943,092 /- was received for
reimbursement expenses.
A sum of Rs. 1,893,059,486 /- was received as
short term funds
A sum of Rs. 28,516,333 /- worth of damaged
tiles were purchased
Rocell Bathware Limited AM Weerasinghe Director Materials worth of Rs. 1,294,099 /- were (261,093,586)
Purchased
TG Thoradeniya Director Materials worth of Rs.4,235,657 /- were sold
LT Samarawickrama Director A sum of Rs. 220,635,320 /- was received for
GARD Prasanna Director A sum of Rs.17,576,999 /- was received as
dividends.
RN Asirwatham Director A sum of Rs. 693,961,486 - was received as
short term funds
A sum of Rs. 120,383,301 /- was received as
service charge
Royal Ceramics AM Weerasinghe Director A sum of Rs 237,748/- was received for 1,155,463
Distributors (Private) Ltd GARD Prasanna Director reimbursement of expenses.
TG Thoradeniya Director
LT Samarawickrama Director
Ever Paint & Chemical AM Weerasinghe Director Materials worth of Rs.575,397 /- were 328,990,913
Industries (Private) Ltd purchased
A sum of Rs. 10,843,955 / - was received for
Reimbursement of expenses.
A sum of Rs.141,353,383/- was paid as short
term fund
75
Annual Report of the Board of Directors

on the Affairs of the Company
as at 31/03/2017
Rocell (Pty) Ltd WDNH Perera Director Tiles worth of Rs 41,816,459/-were sold. 33,511,696
TG Thoradeniya Director A sum of Rs.62,885,700 /- was paid as
marketing expenses
A sum of Rs 1,593,124/- was received for
reimbursement of expenses.
Horana Plantations PLC Dhammika Perera Director Tiles worth of Rs 246,291 /- were sold. (1,029)
WDNH Perera Director Goods worth of Rs 192,524 /- were purchased.
Lanka Ceramic PLC Dhammika Perera Director Materials worth of Rs 48,489,647 /- were 1,492,493
purchased.
AM Weerasinghe Director A sum of Rs. 39,116,531 /- was received for
WDNH Perera Director A sum of Rs.192,720,688 /- was received as
dividends.
TG Thoradeniya Director Goods worth of Rs. 1,194,697/- were sold
GARD Prasanna Director
Lanka Tiles PLC Dhammika Perera Director Materials worth of Rs 470,234 /- goods were 30,059,455
purchased.
AM Weerasinghe Director A sum of Rs.110,309,711 /- was received as
technical fee
WDNH Perera Director A sum of Rs.9,405,135 /- was received as
dividends.
TG Thoradeniya Director A sum of Rs.48,125,468 /- was received for
Lanka Walltiles PLC Dhammika Perera Director Tiles worth of Rs 231,072 /- were sold. 19,607,755
WDNH Perera Director A sum of Rs.9,607,664 /- was received as sales
commission
TG Thoradeniya Director A sum of Rs.4,179,828 /- was received as
dividends.
A sum of Rs.49,939,866 /- was received for
A sum of Rs. 36,115,266 /- was received for
technical fee
Goods worth of Rs 814,291 /- were purchased
Uni Dil Packaging WDNH Perera Director Goods worth of Rs 27,292,840 /- were 40,480,923
Limited purchased.
TG Thoradeniya Director A sum of Rs 40,016,599 /- was received for
technical fee
Uni Dil Packaging WDNH Perera Director Goods worth of Rs 8,314,698 /- were purchased. (5,377,084)
Solution Limited A sum of Rs.5,377,084/- were Payable
Swisstek Ceylon PLC WDNH Perera Director Goods worth of Rs 2,304,106 /- were purchased. 1,161,198
AM Weerasinghe Director A sum of Rs.1,595,108 /- was paid as sales commission
A sum of Rs. 2,254,990 /- was paid as rent
A sum of Rs. 648,340 /- was paid as security
A sum of Rs.2,677,842 was received as
dividends.
76

as at 31/03/2017
Swisstek Aluminum WDNH Perera Director Tiles worth of Rs 3,123,398 /- were sold. 25,861,612
Limited AM Weerasinghe Director A sum of Rs. 1,304,847 /- was paid as rent.
TG Thoradeniya Director A sum of Rs. 65,458,137 /- was received for
technical fee
Chemanex PLC SH Amarasekera Director Goods worth of Rs 2,200,500/- were purchased. -
Haycarb PLC Dhammika Perera Director Goods worth of Rs 470,327/- were sold. -
WDNH Perera Director
Hayleys PLC Dhammika Perera Director Goods worth of Rs 699,201/- were sold. -
MDS Goonatilleke Director
Aravinda Perera Director
Link Natural Products SH Amarasekera Director Goods worth of Rs 244,897/- were sold. -
(Pvt) Ltd.
Sampath Bank PLC Dhammika Perera Director Goods worth of Rs 2,365/- were sold. 6,471,211
The Kingsbury PLC Dhammika Perera Director Goods worth of Rs 827,732/- were sold. -
LB Finance PLC Dhammika Perera Director Goods worth of Rs 1,784,416/- were sold. -
WDNH Perera Director A sum of Rs.438,897,269/- was received as
dividends.
Culture Club Resorts LT Samarawickrama Director Goods worth of Rs 38,027/- were sold. -
(Pvt) Ltd
Dankotuwa Porcelain PLC RN Asirwatham Director Goods worth of Rs 44,973/- were sold -
Delmege Forsyth & Co. GARD Prasanna Director Goods worth of Rs 664,145/- were purchased. (37,217)
(Shipping) Ltd
Pan Asia Banking WDNH Perera Director Goods worth of Rs 1,399,146 /- were sold. 24,611,546
Corporation PLC TG Thoradeniya Director
Singhe Hospitals PLC AM Weerasinghe Director Goods worth of Rs 87,529/- were sold. -
Talawakelle Plantations L N De S Wijeyeratne Director Goods worth of Rs 59,780/- were sold. -
PLC
Aitken Spence PLC RN Asirwatham Director A sum of Rs 337,500/- was received as -
dividends.
Hayleys Fabric PLC Dhammika Perera Director Goods worth of Rs 129,884/- were sold. -
Vallibel One PLC Dhammika Perera Director A sum of Rs 45,468,937/- was paid for
SH Amarasekera Director technical fee.
RN Asirwatham Director A sum of Rs 536,023,400/- was paid as
WDNH Perera Director dividends.
77

DIRECTORS’ RESPONSIBILITY FOR appointed as Auditors. A resolution to re- SHAREHOLDERS
FINANCIAL REPORTING appoint the Auditors and to authorise the There were 10,895 shareholders
Directors to determine their remuneration registered as at 31st March 2017 (11,136
The Directors are responsible for the
will be proposed at the Annual General shareholders as at 31st March 2016).
preparation of Financial Statements of the
Meeting.
Company to reflect a true and fair view of
the state of its affairs. A further statement MAJOR SHAREHOLDERS,
in this regard is included on page ……. STATED CAPITAL
DISTRIBUTION SCHEDULE AND
The Stated Capital of the Company as at OTHER INFORMATION
AUDITORS 31st March 2017 was Rs.1,368,673,373/-
Information on the distribution of
represented by 110,789,384 Ordinary
Messrs Ernst & Young, Chartered shareholding, analysis of shareholders,
Shares. There were no changes in the
Accountants served as the Auditors during market values per share, earnings,
Stated Capital of the company during the
the year under review and also provided dividends, net assets per share, twenty
year.
non audit/ consultancy services. They do largest shareholders of the Company,
not have any interest in the Company other public holding as per the Listing Rules of
than that of Auditor and provider of other DIRECTORS’ SHAREHOLDING the Colombo Stock Exchange are given on
non-audit/consultancy services. The relevant interests of Directors in the pages 198 to 202 under Share Information
shares of the Company as at 31st March and the ten year summary of the Company
A total amount of Rs 1,447,400 is payable 2017 and 31st March 2016 are as follows.
by the Company to the Auditors for
EMPLOYMENT POLICY
the year under review comprising Rs Mr Dhammika Perera is the major
1,102,400 as audit fees and Rs 345,000 for The Company’s employment policy
shareholder of Vallibel One PLC, which
non audit services. is totally non-discriminatory which
holds 60,002,600 shares constituting 55%
respects individuals and provides career
of the shares representing the stated
The Auditors have expressed their opportunities irrespective of the gender,
capital of the Company.
willingness to continue in office. The Audit race or religion.
Committee at a meeting held on 25th
May 2017 recommended that they be re- As at 31st March 2017 1,077 persons
were in employment (1,084 persons as at
31st March 2016).
Shareholding Shareholding
as at as at RESERVES
31/03/2017 31/03/2016 The reserves of the Company with the
Mr. Dhammika Perera 200,772 200,772 movements during the year are given in
Note 14 to the Financial Statements on
Mr. A M Weerasinghe 749,928 749,928
page 144.
Mr. M Y A Perera 220 220
Mr. T G Thoradeniya 185,680 185,680 LAND HOLDINGS
Mr. L T Samarawickrama 2,000 2,000 The Company’s land holdings referred
Mr. G A R D Prasanna 5,000 5,000 to in Note 3 to the Financial Statements
Mr. R N Asirwatham - - comprise the following:
Mr. S H Amarasekera - -
Ms. N R Thambiayah - -
Mr. L N De S Wijeyeratne - -
78
Specific steps taken by the Company in

As at
managing the risks are detailed in the
31.03.2017
section on Risk Management on pages 71
No of Extent At cost or
to 73.
Location Buildings (Perches ) revaluation
Kottawa 3 231 105,485,000
STATUTORY PAYMENTS
Eheliyagoda 28 7,937 250,299,000
The Directors confirm that to the best
Meegoda 1 471 64,634,500 of their knowledge, all taxes, duties
Nawala 1 25 87,150,000 and levies payable by the Company, all
Natththandiya 0 1,600 20,000,000 contributions, levies and taxes payable
on behalf of, and in respect of employees
Kalutara 0 768 11,525,000
of the Company and all other known
Seeduwa 1 53 66,112,619 statutory dues as were due and payable
Narahenpita 1 17 59,313,500 by the Company as at the Reporting date
Colpetty 1 20 119,820,000 have been paid or, where relevant provided
Panadura 1 19 55,164,933 for, except for certain assessments where
appeals have been lodged.
Dehiwala 1 15 103,810,000
Narahenpita 0 45 289,824,550
CONTINGENT LIABILITIES
38 11,201 1,233,139,102
Except as disclosed in Note 30 to the
Financial Statements on page 176 there
were no material Contingent Liabilities as
PROPERTY, PLANT & EQUIPMENT The Directors have recommended a
final dividend of Rs. 4/- per share for the at the reporting date.
Details and movements of property, plant
and equipment are given under Notes 3 to year under review subject to obtaining a
the Financial Statements on page 117. certificate of solvency from the auditors EVENTS OCCURRING AFTER THE
and to be approved by the shareholders REPORTING DATE
at the forthcoming Annual General
INVESTMENTS Except for the matters disclosed in Note
Meeting. As required by Section 56 of the
32 to the Financial Statements on page
Details of the Company’s quoted and Companies Act, the Directors have certified
178 there are no material events as at
unquoted investments as at 31st March that they are satisfied that the Company
the date of the Auditors’ Report which
2017 are given in Notes 5, 6 and 12 to the would meet the solvency test requirement
require adjustment to, or disclosure in the
Financial Statements on pages 137,138 under Section 56 (2) of the Companies Act
Financial Statements.
and 143. No. 7 of 2007 immediately after the said
distribution.
CORPORATE GOVERNANCE
DONATIONS
The said dividend will,subject to approval The Board of Directors confirm that the
The Company has not made donations
by the shareholders, be payable on the 7th Company is compliant with section 7.10
during the year under review.
market day from the date of the Annual of the Listing Rules of the Colombo Stock
General Meeting. Exchange.
DIVIDENDS
The Company paid an interim dividend of The corporate governance of the Company
RISK MANAGEMENT
Rs. 5/- per share for the year under review is reflected in its strong belief in protecting
An ongoing process is in place to identify
on 21st February 2017. and enhancing stakeholder value in a
and manage the risks that are associated
sustainable manner, supported by a sound
with the business and operations of
system of policies and practices. Prudent
the Company. The Directors review this
internal controls ensure professionalism,
process through the Audit Committee.
79

integrity and commitment of the Board of REMUNERATION COMMITTEE ANNUAL GENERAL MEETING
Directors, Management and employees. Mr. S H Amarasekera The Notice of the Twenty Seventh (27th)
Chairman Annual General Meeting appears on page
The Corporate Governance Statement on 206.
pages 66 to 70 explains the measures Mr. A M Weerasinghe
adopted by the Company during the year. Mr R N Asirwatham This Annual Report is signed for and on
behalf of the Board of Directors by
BOARD SUB-COMMITTEES RELATED PARTY TRANSACTION
An Audit Committee, Remuneration REVIEW COMMITTEE
Committee and a Related Party
Mr. R N Asirwatham Dhammika Perera
Transaction Review Committee function as
Chairman Chairman
Board sub committees, with Directors who
possess the requisite qualifications and
Mr. A M Weerasinghe
experience. The composition of the said
Mr. L N De S Wijeyeratne*
Committees is as follows.
* Appointed w.e.f. 31.10.2016
M Y A Perera
AUDIT COMMITTEE Related party review committee has Managing Director
Mr. L N De S Wijeyeratne* reviewed all related party transactions
Appointed Chairman on 26th September that require their review for the year
2016 ended 31st March 2017 in compliance with
the relevant listing rules.
Mr. S H Amarasekera P W Corporate Secretarial (Pvt) Ltd
Chairman up to 26th September 2016 CORPORATE SOCIAL Secretaries
Mr. L T Samarawickrama RESPONSIBILITY
Mr. R N Asirwatham 26 May 2017
The Company continued its Corporate
Social Responsibility Programmes, details
* Appointed to the Committee w.e.f.
of which are set out on pages 34 to 36 of
03.06.16
this Report.
80
ANNEXURE A TO THE ANNUAL Mr. K D G Gunaratne Mr. N T Bogahalande

REPORT OF THE BOARD OF Ms A M L Page Mr. N A Abeyesekera (Resigned w.e.f. 10.03.17)
DIRECTORS ON THE AFFAIRS OF Mr. D J Silva
THE COMPANY Mr. R D P Godawatta Arachchige (Alternate HORANA PLANTATIONS PLC
Director to Mr Dhammika Perera) Mr. Dhammika Perera
DIRECTORS OF SUBSIDIARY Mr. L J A Fernando
COMPANIES AS AT 31ST MARCH LANKA WALLTILES PLC Dr. S Selliah
2017 Mr. Dhammika Perera Mr. A M Pandithage
Mr. J A P M Jayasekara Mr. A N Wickremasinghe
ROYAL PORCELAIN (PRIVATE) LIMITED Dr. S Selliah Mr. J M Kariapperuma
Mr. A M Weerasinghe Mr. T G Thoradeniya Mr. K D H Perera
Mr. T G Thoradeniya Mr. T De Soysa Mr. W G R Rajadurai
Mr. L T Samarawickrama Mr. K D G Gunaratne Mr. K D G Gunaratne – (Alternate Director
Mr. G A R D Prasanna Ms. A M L Page to Mr. Dhammika Perera)
Mr. R N Asirwatham Mr. M W R N Somaratne Mr. N T Bogahalande – (Alternate Director
Mr. H Somashantha Mr. J D N Kekulawala to Mr. K D H Perera)
Mr. M W R N Somaratne
LANKA TILES PLC UNI DIL PACKAGING LIMITED
ROCELL BATHWARE LIMITED Mr. Dhammika Perera Mr. A M Pandithage
Mr. A M Weerasinghe Mr. J A P M Jayasekara Mr. J A P M Jayasekara
Mr. T G Thoradeniya Mr. A M Weerasinghe Mr. L D E A de Silva
Mr. L T Samarawickrama Dr. S Selliah Mr. D B Gamalath
Mr. G A R D Prasanna Mr. T G Thoradeniya Mr. T G Thoradeniya
Mr. R N Asirwatham Mr. K D G Gunaratne Mr. Haresh Somashantha
Mr. D J Silva Ms. A M L Page Mr. N T Bogahalande
Mr. R D P Godawatta Arachchige (Alternate Mr. J M Kariapperuma
ROYAL CERAMICS DISTRIBUTORS LIMITED Director to Mr Dhammika Perera) Ms. K C Silva (Resigned w.e.f. 27.04.17)
Mr. A M Weerasinghe
Mr. T G Thoradeniya SWISSTEK (CEYLON) PLC UNI DIL PACKAGING SOLUTIONS LIMITED
Mr. G A R D Prasanna Mr. A M Weerasinghe Mr. A M Pandithage
Mr. L T Samarawickrama Mr. J A P M Jayasekara Mr. J A P M Jayasekara
Mr. K D H Perera Dr. S Selliah Mr. L D E A de Silva
Mr. K Y Choi Mr. D B Gamalath
ROCELL CERAMICS LIMITED Mr. S A D M Ratnayake (Resigned w.e.f. 02.05.17)
Mr. A M Weerasinghe Mr. J K A Sirinatha BEYOND PARADISE COLLECTION LIMITED
Mr. T G Thoradeniya Ms. K C Silva (Resigned w.e.f. 27.04.17) Mr. M H Jamaldeen
Mr. T De Zoysa Mr .K D H Perera
EVER PAINT AND CHEMICAL INDUSTRIES Mr. J A P M Jayasekara
(PRIVATE) LIMITED SWISSTEK ALUMINUM LIMITED
Mr. A M Weerasinghe Mr. A M Weerasinghe L W L DEVELOPMENT (PVT) LTD
Mr. H Somashantha Mr. J A P M Jayasekara Mr .K D A Perera
Mr. M W R N Somaratna Mr. D De Silva (Resigned w.e.f. 25.04.17) Mr. J A P M Jayasekara
Mr. J K A Sirinatha Mr. A S Mahendra
Mr. D B Gamalath Mr. B T T Roche ROCELL PTY LTD
Mr. K Y Choi Mr. T. G. Thoradeniya
NILANO GARMENTS(PRIVATE) LIMITED Dr. S Selliah Ms. K C Silva
Mr. N. Bogahalanda Mr. T G Thoradeniya Mr. S A D M Ratnayake
Mr. S. Rodrigo Mr. S A D M Ratnayake (Resigned w.e.f. 01.05.17) Mr. H Y Perera
Ms. B.G.W. Sarathchandra Ms. K C Silva (Resigned w.e.f. 27.04.17)
NILANO GARMNETS (PVT) LTD
LANKA CERAMIC PLC VALLIBEL PLANTATION MANAGEMENT Mr. A N Senaviratne
Mr. Dhammika Perera LIMITED Ms. K A Suraweera
Mr. A M Weerasinghe Mr. A M Pandithage Mr. N T Bogahalanda
Mr. N A Abeyesekera (Resigned w.e.f. 15.05.17) Mr. T G Thoradeniya Ms. W S Bopitiya Gamage
Dr. S Selliah Mr. J M Kariapperuma Mr. B K G S M Rodrigo
Mr. J A P M Jayasekara Mr. W G R Rajadurai
Mr. T G Thoradeniya
81
Statement of Directors' Responsibilities

The Directors are responsible for establishment of appropriate systems of
preparing the Annual Report and the internal control with a view to prevention
Consolidated Financial Statements in and detection of fraud and other
accordance with the Companies Act, No.7 irregularities.
of 2007 and Sri Lanka Accounting and
Auditing Standards Act No. 15 of 1995 The Directors are also confident that the
and are required to prepare Financial Company and the group have adequate
Statements for each financial year, which resources to continue in operation and
give a true and fair view of the state of have applied the going concern basis in
affairs of the Company and its subsidiaries preparing the financial statements.
as at the reporting date and the income
and expenditure of the Company for the The Directors are of the view that they
accounting year ending on that reporting have discharged their responsibilities as
date. set out in this statement.
The Directors are also responsible in

ensuring that the Financial Statements By Order of the Board
comply with any regulations made under Royal Ceramics Lanka PLC
the Companies Act, which specifies the
form and content of Financial Statements
and any other requirements which apply to
the Company’s Financial Statements under
any other law. P W Corporate Secretarial (Pvt) Ltd
Secretaries
The Directors have ensured that the
Financial Statements presented in this 26 May 2017
Annual Report have been prepared
using appropriate accounting policies,
consistently applied and supported by
reasonable and prudent judgments’ and
estimates and in compliance with the Sri
Lanka Financial Reporting Standards,
Companies Act, No.7 of 2007 and the Sri
Lanka Accounting and Auditing Standards
Act No.15 of 1995.
The Directors are responsible for keeping

sufficient accounting records, which
disclose with reasonable accuracy the
financial position of the Company and its
subsidiaries, which will enable them to
have the Financial Statements prepared
and presented as aforesaid.
They are also responsible for taking

measures to safeguard the assets of
the Company and its subsidiaries and in
that context to have proper regard to the
82
Report of the Audit Committee

COMPOSITION OF THE AUDIT 4. Review of the adequacy and resulting from frauds and operational
COMMITTEE effectiveness of the company's failures, and scrutinized the effectiveness
Internal Control and Risk of the Company’s internal control system
The Audit Committee, appointed by the
Management systems, over the already in place and the processes for
Board of Directors of Royal Ceramics
financial reporting process. identification, evaluation, and management
Lanka PLC, comprises of four Independent
of all significant risks.
Non-Executive Directors, and is chaired by
Mr. L N De S Wijeyeratne, who is a Fellow MEETINGS
of the Institute of Chartered Accountants in EXTERNAL AUDIT
The Audit Committee met nine times
Sri Lanka. during the year. The Managing Director, The Committee met with the External
Head of Finance & Treasury and Chief Auditor during the year to discuss their
The members of the Board appointed Audit Internal Auditor also attended these audit approach and procedures, including
Committee are; meetings by invitation. The other matters relating to the scope of the audit.
executives and external auditors do so In addition, the annual evaluation of
Mr. L N De S Wijeyeratne as and when required. Attendances by the independence and objectivity of the
– Chairman (w.e.f 26th September 2016) the Committee members at each of these External Auditor and the effectiveness of
Mr. L T Samarawickrama meetings are given in the Corporate the audit process was also undertaken.
Mr. R N Asirwatham Governance Report on page 68.
Mr. S H Amarasekera The Committee reviewed the
The Committee carried out the following Management Letter arising from the
The Board Secretary functions as the activities. audit of Annual Financial Statements
Secretary to the Audit Committee. issued by the External Auditor together
with the management responses and
FINANCIAL REPORTING recommendations thereto and ensured
ROLE OF THE AUDIT COMMITTEE
As part of its responsibility to oversee the appropriate follow up actions were taken.
The Audit Committee is a formally Company’s financial reporting process The Non-Audit Services provided by the
constituted sub – committee of the on behalf of the Board of Directors, the External Auditor were also reviewed
Board of Directors and it reports and is Committee has reviewed and discussed and the Committee was of the view
accountable to the Board. The Committee with the Management, the annual and that such services did not impair with
has a written Terms of Reference, which the quarterly Financial Statements prior their independence and were not within
clearly defines the role and responsibility to their issuance, including the extent of the category of services identified as
of the Audit Committee. The key purpose compliance with the Sri Lanka Financial restricted under the guidelines for listed
of the Audit Committee of Royal Ceramics Reporting Standards and the Companies companies on Audit and Audit Committees
Lanka PLC is to assist the Board of Act No. 07 of 2007 issued by the Securities and Exchange
Directors in fulfilling its oversight
Commission of Sri Lanka.
responsibility for; Matters of special interest in the current
environment and the processes that The Letter of Representation issued to the
1. The integrity of financial statements support certifications of the Financial External Auditor was tabled at the Audit
in accordance with Sri Lanka Statements by the Company’s Managing Committee meeting. The re-appointment
Financial Reporting Standards. Director and Head of Finance & Treasury of the External Auditor, M/s Ernst & Young
were also brought up for discussion. has been recommended to the Board of
2. The compliance with legal and Directors and the Committee has also
regulatory requirements of RISKS AND CONTROLS fixed the Auditor’s remuneration, subject
Companies Act and other relevant to approval by the shareholders at the
During the year, the Committee assessed
financial reporting related regulations Annual General Meeting.
the major business and control risks and
and requirements.
the control environment prevalent in the
Company and advised the management INTERNAL AUDIT
3. The External Auditor’s independence on action to be taken in areas where During the year, the Audit Committee
and performance. weaknesses were observed. The reviewed the performance of the
Committee reviewed reports on losses internal audit function, the findings of
the audits completed which covered
83
Report of the Audit Committee

the head-office, showrooms, stores,
factories and Subsidiary companies with
special reference to the internal controls
regarding inventory and debtors, and the
Department’s resource requirements
including succession planning. The
Internal Audit Plan was also reviewed and
approved by the committee and follow up
actions were monitored regularly.
REGULATORY COMPLIANCE
The Head of Finance & Treasury has
submitted to the Audit Committee, a
report on the extent to which the Company
was in compliance with mandatory and
statutory requirements. The Committee
reviewed the procedures established by
Management for compliance with the
requirements of regulatory bodies and
also ensured the full compliance to the
Colombo Stock Exchange Rule No 7.10
on Corporate Governance disclosure
requirements, which is given on page 70.
L N De S Wijeyeratne
Chairman - Audit Committee
26 May2017
84
Report of the Remuneration Committee

The Remuneration Committee, appointed and annual increments and bonuses
by and responsible to the Board of of the Managing Director, members of
Directors, comprises two Non-Executive the Corporate Management and senior
Independent Directors and one Non- Executive staff and lays down guidelines
Executive Director. for the compensation structure for
all Executive staff and overviews the
Mr. S H Amarasekera implementation thereof. The Managing
– Chairman Director who is responsible for the overall
Mr. A M Weerasinghe management of the Company attends all
Mr. R N Asirwatham meetings by invitation and participates
in the deliberations except when his own
POLICY performance and compensation package
is discussed.
The remuneration policy of the Company
endeavours to attract, motivate, and retain
quality management in a competitive FEES
environment with the relevant expertise All Non-Executive Directors receive a fee
necessary to achieve the objectives of the for attendance at Board Meetings and
Company. The Committee focuses on and serving on sub-committees. They do not
is responsible for ensuring that the total receive any performance or incentive
package is competitive to attract the best payments. The total remuneration to
talent for the benefit of the Company. Directors is shown in Note 34.2.1 on page
180.
The remuneration framework of the
Company for the Non-Executive Chairman, MEETINGS
Managing Director and Corporate
The Committee met four times during the
Management is designed to create and
financial year under review. A report of
enhance value to all stakeholders of
the decisions approved and recommended
the Company and to ensure alignment
to the Board by the Committee has been
qua the short and long term interests
approved by the Board of Directors.
of the Company and its Executives and
in designing competitive compensation
packages, the Committee consciously PROFESSIONAL ADVICE
balances the short-term performance The Committee has the authority to seek
with medium to long-term goals of the external professional advice on matters
Company. within its purview.
SCOPE
The Committee reviews all significant
changes in the Corporate sector in
Mr. S H Amarasekera
determining salary structures and terms
Chairman - Remuneration Committee
and conditions relating to staff at senior
Executive level. In this decision making
26 May 2017
process, necessary information, and
recommendations are obtained from
the Managing Director. The Committee
deliberates and recommends to the Board
of Directors the remuneration packages
85
Report of the Related Party Transactions

Review Committee
ADOPTION OF THE CODE OF BEST Mr. A M Weerasinghe c) Review and evaluate the terms,
PRACTICES ON RELATED PARTY - Member (Non- Executive Director ) conditions, and the advisability of, any
TRANSACTIONS related party transaction
The Board of Directors of Royal Ceramics Mr. L N De S Wijeyeratne*

d) Determine whether the relevant
Lanka PLC (RCL) adopted the Code of Best - Member (Independent Non- Executive related party transaction is fair, and
Practices on related party transactions Director) in the best interest of the Company
issued by the Securities and Exchange
and its shareholders as a whole
Commission of Sri Lanka (SEC) and
*Appointed w.e.f. 31.10.2016
established the Related Party Transactions
e) Recommend to the Board what
Review Committee (RPTRC) in January
PW Corporate Secretarial (Pvt) Ltd, the action, if any, should be taken by the
2016.
Company Secretaries of the Company Board with respect to any related
functions as the Secretary to the party transaction
PURPOSE OF THE COMMITTEE Committee.
The purpose of the RPTRC of the company f) Obtain advice and assistance from
is to conduct an independent review The Managing Director and the Head of legal, technical, financial and other
approval and oversight of all related party Finance attend meetings by invitation. advisors from within or outside the
transactions of Royal Ceramics Lanka Company as deemed necessary by
PLC and to ensure that the Company MEETINGS the Committee in order to carry out
complies with the rules set out in the its duties
The Committee held three meetings for the
Code. The primary objectives of the said
year under review.
rules are to ensure that the interests of
the shareholders as a whole are taken into RESPONSIBILITIES OF THE
account when entering into related party CHARTER OF THE RELATED RELATED PARTY TRANSACTIONS
transactions, and to prevent Directors, key PARTY TRANSACTION REVIEW REVIEW COMMITTEE
management personnel or substantial COMMITTEE The following are key responsibilities have
shareholders from taking advantage of The Charter of the Related Party been set out in the Charter for RPTRC;
their positions. To exercise this purpose Transaction Review Committee clearly sets
the Committee has adopted the related out the purpose, membership, authority a) Ensure that the Company complies
party transaction Policy which contains and the duties and responsibilities of with the rules set out in the Code
the company’s Policy governing the review, the Committee. In order to discharge the
approval and oversight of related party duties and responsibilities effectively b) Subject to the exceptions given
transactions. and efficiently, the Committee has been under Rule 27 of the Code, review, in
authorised to: advance all proposed related party
COMPOSITION OF THE transactions
COMMITTEE a) Receive regular reports from the
management, and be provided with c) Perform other activities related to the
As at the date of this report, the Committee
any information it requests relating to Charter as requested by the Board
of Royal Ceramics Lanka PLC consists of
its responsibilities
three (03) Directors The members of the
d) Have meetings every fiscal quarter
Committee during the year were:
b) Establish policies and procedures and report to the Board on the
that provide general pre-approvals Committee's activities
Mr. R N Asirwatham to certain classes or types of related
- Chairman (Independent Non- party transactions e) Share information with the Audit
Executive Director) Committee as necessary and
86
appropriate, to permit the Audit In the opinion of the Committee, the terms
Committee to carry out its statutory, of these transactions were not more
regulatory and other responsibilities favourable to the related parties than
with regard to related party those generally available to the public.
transactions The details of related party transactions
entered into during the year are given in
Note 34 to the Financial Statements, on
f) Review the Charter and Policy at
pages 179 to 181 of this Annual Report.
least annually and recommend
amendments to the Charter and
Policy to the Board as and when DECLARATION
determined to be appropriate by the A declaration by the Board of Directors on
Committee. compliance with the rules pertaining to
related party transactions appears on the
report of the Board of Directors on pages
PROCEDURES FOR REPORTING
74 to 80 of this Annual Report.
RPT’S
The Managing Director (MD) is responsible
for reporting to the Committee, for its
review and approval the information
set out under Rule 30 of the Code at the Mr. R N Asirwatham
minimum, in respect of each related party Chairman - Related Party Transactions
transaction proposed to be entered into Review Committee
other than the exceptions given in Rule
27 of the code. Moreover, on a quarterly 26 May 2017
basis, the MD is required to report to the
Committee on the approved related party
transactions actually entered into by the
Company.
The Committee has approved the Related

Party Transactions Declaration Form
required to be filled by the Directors
and key management personnel of the
Company. The Company uses this form to
capture the related party transactions at
the end of every quarter.
REVIEW OF RELATED PARTY

TRANSACTIONS
The Committee reviewed all related party
transactions of the Company for the
financial year 2016/17. It was observed
that all related party transactions entered
during the year were of a recurrent,
trading nature and were necessary for the
day-to-day operations of the Company.
87
88
Financial Information
Independent Auditors’ Report 91

Statements of Financial Position 92
Statements of Profit or Loss 94
Statements of Comprehensive
Income 95
Statements of Changes in Equity 96
Statements of Cash Flows 98
Notes to the Financial Statements 100
Ten Year Summary-Company 198
Group Value Added Statement 200
Share Information 201
89
Financial Calendar
FINANCIAL CALENDAR
Final Dividend 2015/2016 July 12, 2016
Interim Report-1st Quarter 2016/2017 August 02, 2016
Interim Report- 2nd Quarter 2016/2017 November 11, 2016
Interim Report- 3rd Quarter 2016/2017 January 30, 2017
Interim Dividend -2016/2017 February 21, 2017
Interim Report- 4th Quarter 2016/2017 May 26, 2017
Annual Report 2016/2017 May 26, 2017
27h Annual general meeting June 30, 2017
Final Dividend -2016/2017 July 11, 2017
90
Independent Auditors’ Report
TO THE SHAREHOLDERS OF the financial statements are free from REPORT ON OTHER LEGAL AND
ROYAL CERAMICS LANKA PLC material misstatement. REGULATORY REQUIREMENTS
As required by Section 163(2) of the
REPORT ON THE FINANCIAL STATEMENTS
An audit involves performing procedures Companies Act No. 7 of 2007, we state the
We have audited the accompanying
to obtain audit evidence about the following:
financial statements of Royal Ceramics
amounts and disclosures in the financial
Lanka PLC, (the “Company”), and the
statements. The procedures selected a) The basis of opinion, scope and
consolidated financial statements of
depend on the auditors’ judgment, limitations of the audit are as stated
the Company and its subsidiaries (the
including the assessment of the risks of above.
“Group”), which comprise the statement of
material misstatement of the financial
financial position as at 31 March 2017, and
statements, whether due to fraud or b) In our opinion:
the statement of profit or loss, statement
error. In making those risk assessments, We have obtained all the
of comprehensive income, statement
the auditors consider internal control information and explanations
of changes in equity and, cash flows
relevant to the Company’s preparation that were required for the audit
statement for the year then ended, and a
of the financial statements that give and, as far as appears from our
summary of significant accounting policies
a true and fair view in order to design examination, proper accounting
and other explanatory information.
audit procedures that are appropriate records have been kept by the
in the circumstances, but not for the Company,
BOARD’S RESPONSIBILITY FOR THE
purpose of expressing an opinion on the
FINANCIAL STATEMENTS
effectiveness of the Company’s internal The financial statements of the
The Board of Directors (the “Board”) is
control. An audit also includes evaluating Company give a true and fair view
responsible for the preparation of these
the appropriateness of accounting of the financial position as at 31
financial statements that give a true and
policies used and the reasonableness of March 2017, and of its financial
fair view in accordance with Sri Lanka
accounting estimates made by Board, as performance and cash flows for the
Accounting Standards, and for such
well as evaluating the overall presentation year then ended in accordance with
internal control as Board determines is
of the financial statements. Sri Lanka Accounting Standards,
necessary to enable the preparation of
and
financial statements that are free from
We believe that the audit evidence we have
material misstatement, whether due to
obtained is sufficient and appropriate to The financial statements of the
fraud or error.
provide a basis for our audit opinion. Company and the Group comply
with the requirements of sections
AUDITORS’ RESPONSIBILITY
OPINION 151 and 153 of the Companies Act
Our responsibility is to express an opinion
In our opinion, the consolidated financial No. 07 of 2007.
on these financial statements based
statements give a true and fair view of
on our audit. We conducted our audit
the financial position of the Group as
in accordance with Sri Lanka Auditing
at 31 March 2017, and of its financial
Standards. Those standards require that
performance and cash flows for the year
we comply with ethical requirements
then ended in accordance with Sri Lanka 26 May 2017
and plan and perform the audit to obtain
Accounting Standards. Colombo
reasonable assurance about whether
91

Company Group
As At 31st March 2017 Note 2017 2016 2017 2016
Rs. Rs. Rs. Rs.
ASSETS
Non-Current Assets
Property, Plant & Equipment 03 4,064,061,352 3,199,235,229 21,816,657,901 18,868,280,562
Consumable Biological Assets 3.15 - - 490,534,000 396,133,000
Leasehold Rights Over Mining Lands 3.20 - - 16,080,000 8,080,000
Investment Property 04 - - 238,024,000 238,714,000
Investments in Subsidiaries 05 5,157,342,505 4,883,279,712 - -
Investments in Associates 06 3,162,937,490 3,162,937,490 5,849,224,970 4,867,051,524
Intangible Assets 07 186,756,235 203,612,256 1,219,371,013 1,269,804,799
Long Term Receivables 08 - - 27,285,000 27,285,000
Deferred Tax Assets 25.3 194,858,475 323,692,088 207,034,475 336,220,088
12,765,956,057 11,772,756,775 29,864,211,359 26,011,568,973
Current Assets
Inventories 09 1,198,259,456 1,256,028,117 8,664,550,121 7,086,871,974
Trade and Other Receivables 10 440,408,888 543,983,964 3,159,371,536 2,542,910,827
Other Non Financial Assets 11 367,189,792 355,394,767 964,494,327 1,119,672,526
Other Financial Assets 12 43,981,389 56,770,827 43,981,389 56,770,827
Income Tax Recoverable 52,482,967 31,665,428 77,156,967 32,839,137
Cash and Cash Equivalents 20 300,093,303 215,336,308 1,887,791,699 2,322,403,769
2,402,415,795 2,459,179,411 14,797,346,039 13,161,469,060
Assets Held For Sale 41 - - 137,815,270 -
2,402,415,795 2,459,179,411 14,935,161,309 13,161,469,060
Total Assets 15,168,371,852 14,231,936,186 44,799,372,668 39,173,038,033
EQUITY AND LIABILITIES

Capital and Reserves
Stated Capital 13 1,368,673,373 1,368,673,373 1,368,673,373 1,368,673,373
Reserves 14 213,634,264 213,634,264 2,027,445,205 1,375,859,172
Retained Earnings 6,444,556,583 6,076,306,599 14,234,596,434 11,885,270,727
8,026,864,220 7,658,614,236 17,630,715,012 14,629,803,272
Non Controlling Interest - - 8,463,614,035 7,828,990,754
Total Equity 8,026,864,220 7,658,614,236 26,094,329,047 22,458,794,026
92
Company Group
As At 31st March 2017 Note 2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Non-Current Liabilities
Interest Bearing Loans & Borrowings 15 3,307,021,497 2,895,285,082 6,247,865,534 5,347,953,424
Deferred Tax Liabilities 25.4 - - 1,211,769,933 1,082,522,075
Retirement Benefit Liability 16 208,701,087 192,730,570 997,367,058 1,004,604,869
Other Non-Current Liabilities 17 - - 153,189,000 149,299,000
3,515,722,584 3,088,015,652 8,610,191,525 7,584,379,368
Current Liabilities
Trade and Other Payables 18 1,815,044,965 1,146,650,056 2,299,244,477 1,982,719,466
Other Current Liabilities 19 731,378,095 773,801,420 905,048,865 808,017,389
Dividend Payable 45,380,246 99,951,778 105,435,246 163,342,599
Income Tax Liabilities - - 523,258,292 639,590,378
Interest Bearing Loans & Borrowings 15 1,033,981,742 1,464,903,044 6,123,921,493 5,536,194,807
3,625,785,048 3,485,306,298 9,956,908,373 9,129,864,639
Liabilities Directly Associated with the Assets
Held For Sale 41 - - 137,943,723 -
3,625,785,048 3,485,306,298 10,094,852,096 9,129,864,639
Total Equity and Liabilities 15,168,371,852 14,231,936,186 44,799,372,668 39,173,038,033
I certify that these financial statements are in accordance with the requirements of the Companies Act No. 7 of 2007.

H. Somashantha
Head of Finance & Treasury
The Board of Directors is responsible for the preparation and presentation of these financial statements. Signed for and on behalf of the
board by,

K D D Perera M Y A Perera
Chairman Managing Director

The Accounting Policies and Notes on pages 100 through 197 form an integral part of these financial statements.

26 May 2017
Colombo
93
Statement of Profit or Loss

Company Group
For the Year ended 31 March 2017 Note 2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Revenue 21 3,824,904,597 3,405,538,184 26,412,846,431 24,782,089,167

Cost of Sales (1,881,390,488) (1,657,118,600) (15,550,090,889) (15,238,021,340)
Gross Profit 1,943,514,109 1,748,419,584 10,862,755,542 9,544,067,827
Other Operating Income 22 1,808,744,248 1,679,396,301 213,896,161 199,708,022
Distribution Expenses (1,072,067,663) (1,000,311,525) (3,478,733,295) (3,198,707,345)
Administrative Expenses (698,556,252) (656,486,363) (1,570,844,264) (1,384,507,459)
Other Operating Expenses 22.1 (105,658,373) (232,580,211) (130,125,074) (9,580,211)
Finance Cost 23.1 (386,935,417) (360,783,509) (1,103,829,864) (804,490,366)
Finance Income 23.2 776,863 25,963 152,283,356 68,818,196
Share of Associate Companies Profit - - 1,041,753,417 932,029,929
Profit Before Tax 24 1,489,817,515 1,177,680,240 5,987,155,979 5,347,338,593
Tax (Expense)/Reversal 25.1 (130,700,624) 15,315,335 (1,334,536,448) (1,192,079,818)
Net Profit After Tax from Continuing Operations 1,359,116,891 1,192,995,575 4,652,619,531 4,155,258,775
Loss after tax from Discontinued Operations 41 - - (195,549,696) (63,513,753)
Net Profit for the Year 1,359,116,891 1,192,995,575 4,457,069,835 4,091,745,022
Attributable to
Equity Holders of the Parent 1,359,116,891 1,192,995,575 3,231,003,554 2,934,333,240
Non-Controlling Interest - - 1,226,066,281 1,157,411,782
1,359,116,891 1,192,995,575 4,457,069,835 4,091,745,022
Basic Earnings Per Share 26 12.27 10.77 29.16 26.49

Dividend per share 27 9.00 6.00 9.00 6.00
94
Statement of Comprehensive Income

Company Group
Rs. Rs. Rs. Rs.
Net Profit for the Year 1,359,116,891 1,192,995,575 4,457,069,835 4,091,745,022
Other Comprehensive Income

Other Comprehensive Income to be reclassified to
profit or loss in subsequent periods (net of tax):
Exchange Differences on Translation of Foreign
Operations 14.3 - - 3,030,642 4,470,186
Net (Loss)/Gain on Available-for-Sale Financial
Assets of Associate Company 14.2 - - (3,838,802) 601,510
Net Other Comprehensive Income / (Loss) to be
reclassified to profit or loss in subsequent periods - - (808,160) 5,071,696
Other Comprehensive Income not to be reclassified

to profit or loss in subsequent periods (net of tax):
Revaluation of Land - - 334,346,414 1,568,812,310
Revaluation of Land and Building of Associate
company - - 383,759,025 -
Actuarial (Loss)/Gain on Retirement Benefit Liability (4,955,174) 2,565,920 51,658,277 34,595,311
Actuarial (Loss)/Gain on Retirement Benefit Liability
of Associate Company - - (602,925) 2,386,623
Net Other Comprehensive Income not to be
reclassified to profit or loss in subsequent periods (4,955,174) 2,565,920 769,160,791 1,605,794,244
Other comprehensive income for the year, Net of tax (4,955,174) 2,565,920 768,352,631 1,610,865,940
Total comprehensive income for the year, Net of tax 1,354,161,717 1,195,561,495 5,225,422,466 5,702,610,962
Attributable to
Equity Holders of the Parent 3,895,037,239 3,613,515,228
Non-Controlling Interest 1,330,385,227 2,089,095,734
5,225,422,466 5,702,610,962
95
Statement of Changes in Equity - Company

Stated Revaluation Retained Total
Capital Reserve Earnings
Rs. Rs. Rs. Rs.
Balance as at 01st April 2015 1,368,673,373 213,634,264 5,545,481,408 7,127,789,045

Net Profit for the Year - - 1,192,995,575 1,192,995,575
Other Comprehensive Income / (Loss) - - 2,565,920 2,565,920
Total Comprehensive Income - - 1,195,561,495 1,195,561,495
Final Dividends - 2014/2015 - - (221,578,768) (221,578,768)
Interim Dividends 2015/2016 (443,157,536) (443,157,536)
Balance as at 31st March 2016 1,368,673,373 213,634,264 6,076,306,599 7,658,614,236
Net Profit for the Year - - 1,359,116,891 1,359,116,891
Other Comprehensive Income / (Loss) - - (4,955,174) (4,955,174)
Total Comprehensive Income - - 1,354,161,717 1,354,161,717
Final Dividends - 2015/2016 - - (443,157,536) (443,157,536)
Interim Dividends 2016/2017 - - (553,946,920) (553,946,920)
Write back of Unclaimed Dividends - - 11,192,723 11,192,723
Balance as at 31st March 2017 1,368,673,373 213,634,264 6,444,556,583 8,026,864,220
96
Statement of Changes in Equity - Consolidated

Attributable to owners of the parent Total Non-Controlling Total
Interest
Stated Revaluation Available for Foreign Retained
Capital Reserve sale Reserve Currency Earnings
Translation
Reserve
Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs.
Balance as at 01st April 2015 1,368,673,373 704,876,971 7,102,729 (4,169,415) 9,798,316,270 11,874,799,928 6,136,012,120 18,010,812,048
Super Gain Tax 2013/2014 (199,312,632) (199,312,632) (64,229,037) (263,541,668)
1,368,673,373 704,876,971 7,102,729 (4,169,416) 9,599,003,638 11,675,487,296 6,071,783,083 17,747,270,380
Net profit for the year - - - - 2,934,333,240 2,934,333,240 1,157,411,782 4,091,745,022

Other Comprehensive income / (Loss) - 662,977,191 601,510 4,470,186 11,133,102 679,181,989 931,683,952 1,610,865,941
Total Comprehensive income - 662,977,191 601,510 4,470,186 2,945,466,342 3,613,515,229 2,089,095,734 5,702,610,963
Final Dividends - 2014/2015 - - - - (221,578,768) (221,578,768) - (221,578,768)
Interim Dividends 2015/2016 - - - - (443,157,536) (443,157,536) - (443,157,536)
Write back of Unclaimed Dividends - - - - 873,382 873,382 912,618 1,786,000
Subsidiary Dividends to Minority
Shareholders - - - - 4,663,669 4,663,669 (332,800,681) (328,137,013)
Balance as at 31st March 2016 1,368,673,373 1,367,854,162 7,704,239 300,771 11,885,270,727 14,629,803,272 7,828,990,754 22,458,794,026
Net profit for the year - - - - 3,231,003,554 3,231,003,554 1,226,066,281 4,457,069,835
Other Comprehensive income / (Loss) - 652,394,193 (3,838,802) 3,030,642 12,447,652 664,033,685 104,318,946 768,352,631
Total Comprehensive income - 652,394,002 (3,838,802) 3,030,642 3,243,451,206 3,895,037,239 1,330,385,227 5,225,422,466
Final Dividends - 2015/2016 - - - - (443,157,536) (443,157,536) - (443,157,536)
Interim Dividends 2016/2017 - - - - (553,946,920) (553,946,920) - (553,946,920)
Write back of Unclaimed Dividends - - - - 11,192,723 11,192,723 - 11,192,723
Subsidiary Dividends to Minority
Shareholders - - - - - - (344,668,367) (344,668,367)
Acquisition of non-controlling interests - - - - 91,786,234 91,786,234 (351,093,579) (259,307,345)
Balance as at 31st March 2017 1,368,673,373 2,020,248,355 3,865,437 3,331,413 14,234,596,434 17,630,715,012 8,463,614,035 26,094,329,047
97
Cash Flow Statement

Company Group
Rs. Rs. Rs. Rs.
Cash Flows from / (used in) Operating Activities

Profit before tax from continuing operations 1,489,817,515 1,177,680,240 5,987,155,979 5,347,338,593
Profit/(loss) before tax from discontinued operations - - (195,549,696) (63,513,753)
Profit before tax 1,489,817,515 1,177,680,240 5,791,606,283 5,283,824,840
Adjustments for
Dividend Income (1,124,892,800) (1,134,135,418) (435,038) (2,773,028)
Interest Income (776,863) (25,963) (152,283,356) (68,818,196)
Depreciation of Property, Plant & Equipment 287,500,576 254,751,964 1,306,979,457 1,248,540,559
Amortisation of Leasehold Right over Land - - - 511,000
(Profit)/Loss on Sale of Property, Plant & Equipment 9,786,833 (13,777,064) 8,350,555 22,620,472
Finance Costs 386,935,417 360,783,509 1,128,456,667 822,747,972
Profit on Disposal of Short Term Investments - (11,061,799) - (11,061,799)
Provision/(Reversal) of Inventories - (3,970,210) (2,844,334) 37,974,815
Write-down of Inventories 16,691,005 15,335,502 42,898,011 50,874,050
Write off Field Development Expenditure - - 743,000 -
Provision for Related Party Receivables 153,205,000 177,000,000 - -
Amortization of Intangible Assets 16,856,021 16,157,983 16,856,021 16,157,983
Unrealised loss on foreign exchange (304,843) 31,725,445 10,435,157 50,251,445
Impairment of Goodwill - - 71,866,701 -
Impairment of Assets held for sale - - 131,480,477 -
Impairment of Long Term Investment 47,400,000 223,000,000 - -
Provision /(Reversal) for Bad Debts (321,282) 6,250,735 (5,971,402) 5,701,124
Deferred Income / Capital Grants Amortisation - - (4,760,000) (4,953,000)
Changing in Fair Value of Biological Assets - - (89,187,000) (40,768,000)
Provision /(Reversal) for Change in Market Value of
the Investments 12,789,436 9,580,211 12,789,436 9,580,211
Profit Share of Investment in Associate - - (1,041,753,417) (932,029,929)
Provision for Defined Benefit Plans - Gratuity 16 36,557,427 30,862,269 178,839,435 168,268,959
Operating Profit/(Loss) before Working Capital

Changes 1,331,243,442 1,140,157,404 7,404,066,653 6,656,649,478
(Increase)/ Decrease in Inventories 41,077,655 (41,174,785) (1,706,813,905) (48,589,980)
(Increase)/ Decrease in Trade and Other
Receivables (51,464,091) (419,753,359) (647,401,762) 205,945,326
(Increase)/ Decrease in Other Non Financial Assets (11,795,025) (115,485,149) 147,043,404 (478,013,993)
Increase/ (Decrease) in Trade and Other Payables 660,377,598 (253,870,775) 288,248,179 (113,721,272)
Increase/ (Decrease) in Other Current Liabilities (42,423,324) 266,458,557 97,031,476 225,874,788
Cash Generated from Operations 1,927,016,255 576,331,893 5,582,174,045 6,448,144,347
Finance Costs Paid (378,918,105) (352,846,069) (1,105,939,402) (805,805,608)

Defined Benefit Plan Costs Paid (27,409,095) (6,274,694) (119,784,257) (87,732,547)
Income Tax Paid (20,817,539) (8,479,637) (1,255,452,165) (672,208,305)
Net Cash Flows From/(Used in) Operating Activities 1,499,871,516 208,731,493 3,100,998,221 4,882,397,887
98
Company Group
Rs. Rs. Rs. Rs.
Cash Flows from / (Used in) Investing Activities

Acquisition of Property, Plant & Equipment (1,164,266,686) (430,688,300) (4,004,303,948) (1,859,401,119)
Acquisition of Consumable Biological Assets - - (14,640,000) (5,852,000)
(Acquisition) / disposal of leased hold right over
mining land - - (8,000,000) (8,080,000)
Proceeds from Sale of Property, Plant & Equipment 2,153,153 65,926,880 15,196,611 82,081,880
Acquisition of Intangible Assets - (12,090,377) - (12,090,377)
Proceeds from Sale of Short Term investments - 76,445,740 - 76,445,740
Acquisition of subsidiary 40.1 (60,000,000) (115,681,700) (59,999,228) -
Acquisition of Additional Interest in Subsidiaries 40.2 (259,307,345) - (259,307,345) -
Interest Received 776,863 25,963 152,283,356 68,818,196
Dividends Received 1,124,892,800 1,134,135,418 439,332,305 165,327,572
Net Cash Flows from/(Used in) Investing Activities (355,751,215) 718,073,624 (3,739,438,249) (1,492,750,108)
Cash Flows from / (Used in) Financing Activities

Proceeds From Interest Bearing Loans &
Borrowings 2,739,076,732 1,367,637,041 12,101,533,766 6,146,166,986
Repayment of Interest Bearing Loans & Borrowings (2,829,245,892) (1,614,341,531) (10,934,659,580) (7,086,893,711)
Capital Repayments under Finance Lease Liabilities (2,273,908) (1,624,751) (16,822,182) (6,179,502)
Dividends Paid on Ordinary Shares (1,040,483,265) (600,935,740) (1,040,483,265) (600,935,740)
Dividend Paid to Non Controlling Interest - - (348,004,187) (329,576,193)
Capital Grants Received - - 8,650,000 17,640,000
Net Cash Flows from/(Used in) Financing Activities (1,132,926,333) (849,264,981) (229,785,448) (1,859,778,160)
Net Increase / (Decrease) in Cash and Cash

Equivalents 11,193,968 77,540,136 (868,225,476) 1,529,869,619
Net foreign exchange difference - - (1,374,863) (1,776,399)
Cash and Cash Equivalents at the Beginning of the Year 20 (70,280,547) (147,820,683) 747,698,073 (780,395,147)
Cash and Cash Equivalents at the End of the Year 20 (59,086,579) (70,280,547) (121,902,266) 747,698,073
99
Notes to the Financial Statements

1. CORPORATE INFORMATION Ever Paint and Chemical Industries
1.1 GENERAL (Private) Limited Beyond Paradise Collection Limited
Royal Ceramics Lanka PLC (“the Manufacture and marketing of paints Property holding.
Company”) is a public limited and allied products. (Discontinued the
liability Company incorporated and operations w.e.f. 25 July 2016) Nilano Garments (Pvt) Ltd
domiciled in Sri Lanka and listed on Manufacture and trading ceramics
the Colombo Stock Exchange. The Rocell Ceramics Limited tiles and allied products
registered office of the Company Non Operational
is located at No.10, R.A. De Mel The company acquired a subsidiary
Mawatha, Colombo 03. Rocell Pty Limited called Nilano Garments (Pvt) Ltd
Wholesale and retailing of floor tiles during the year (Note 40.1).
The Consolidated Financial and wall tiles and Bathware in Australia
Statements of the Group as at and Other than above, there were no
for the year ended 31 March 2017 Lanka Ceramic PLC significant changes in the nature of
comprise the Royal Ceramics Lanka Manufacture and marketing of raw the principal activities of the Company
PLC (Parent Company) and its materials to ceramics industry and Group during the financial year
subsidiaries (together referred as and managing and holding of an under review.
the “Group”), namely Royal Ceramics investment property.
Distributors (Private) Limited, Royal 1.4 DATE OF AUTHORIZATION FOR ISSUE
Porcelain (Private) Limited, Rocell Lanka Walltiles PLC The Consolidated Financial
Bathware Limited, Ever Paint and Manufacture and marketing of Statements of Royal Ceramics Lanka
Chemical Industries (Private) Limited, Ceramics Wall tiles. PLC, for the year ended 31 March
Rocell Ceramics Limited, Rocell 2017 were authorised for issue in
Pty Ltd, Nilano Garments (Private) Lanka Tiles PLC accordance with the resolution of the
Limited and Lanka Ceramic PLC Manufacture and marketing of Floor Board of Directors on 26 May 2017.
Group and Group’s interest in equity tiles.
accounted investees. 2. SIGNIFICANT ACCOUNTING
Vallibel Plantation Management Ltd POLICIES
1.2 PARENT ENTERPRISE AND Providing management services to 2.1 BASIS OF PREPARATION
ULTIMATE PARENT ENTERPRISE plantation industry.
The Company’s ultimate parent The Financial Statements of the
undertaking is Vallibel One PLC. Horana Plantation PLC Company and the Group have been
Manufacture and marketing of prepared on a historical cost basis,
1.3 PRINCIPAL ACTIVITIES AND NATURE agricultural production. except otherwise indicated which
OF OPERATIONS have been measured at fair value.
During the year the principal activities Uni Dil Packaging Ltd
of the group were as follows: Manufacture and marketing of The Consolidated Financial
cartons for packing. Statements are presented in Sri
Royal Ceramics Lanka PLC Lanka Rupees (Rs.), except when
Manufacture and marketing of floor Uni Dil Packaging Solutions Ltd otherwise indicated.
tiles and wall tiles (previously known as “Uni-Dil Paper
Sacks (Pvt) Ltd”) 2.1.1 Statement of Compliance
Royal Ceramics Distributors (Private) Manufacture and marketing of paper The Financial Statements of the
Limited sacks for packing. Company and the Group have been
Non Operational prepared in accordance with Sri
Swisstek (Ceylon) PLC Lanka Accounting Standards (SLFRS/
Royal Porcelain (Private) Manufacture and marketing of tile LKAS) as issued by the Institute of
Limited grout and tile mortar. Chartered Accountants of Sri Lanka.
Manufacture and marketing of floor The preparation and presentation of
tiles and wall tiles Swisstek Aluminium Ltd these Financial Statements are in
Manufacture and marketing of compliance with the Companies Act
Rocell Bathware Limited aluminium extrusions No. 07 of 2007.
Manufacture and marketing of
sanitary ware LWL Development (Pvt) Ltd
Property holding.
100
2.2 BASIS OF CONSOLIDATION from the date the Group gains control Companies with different
The Consolidated Financial until the date the Group ceases to accounting years
Statements comprise the Financial control the subsidiary. The Financial Statements of all
Statements of the Group and its the subsidiaries in the Group
subsidiaries as at 31 March 2017. Profit or loss and each component of other than Rocell Pty Limited are
Control is achieved when the Group other comprehensive income (OCI) prepared for a common financial
is exposed, or has rights, to variable are attributed to the equity holders year which ends on March 31.
returns from its involvement with the of the parent of the Group and to Rocell Pty Limited prepares their
investee and has the ability to affect the non-controlling interests, even Financial Statements for the
those returns through its power over if this results in the non-controlling
financial year end 30 June each
the investee. Specifically, the Group interests having a deficit balance.
year.
controls an investee if, and only if, the When necessary, adjustments are
Group has: made to the financial statements of
2.3 SIGNIFICANT ACCOUNTING
subsidiaries to bring their accounting
JUDGMENTS, ESTIMATES AND
Power over the investee (i.e., existing policies into line with the Group’s
rights that give it the current ability accounting policies. All intra-group ASSUMPTIONS
to direct the relevant activities of the assets and liabilities, equity, income, The preparation of the Financial
investee) expenses and cash flows relating to Statements of the Group
Exposure, or rights, to variable transactions between members of require the management to
returns from its involvement with the the Group are eliminated in full on make judgments, estimates
investee consolidation. and assumptions, which may
The ability to use its power over the affects the amounts of income,
investee to affect its returns A change in the ownership interest expenditure, assets, liabilities
of a subsidiary, without a loss of and the disclosure of contingent
Generally, there is a presumption that control, is accounted for as an equity liabilities, at the end of the
a majority of voting rights result in transaction. reporting period. In the process of
control. To support this presumption applying the Group’s accounting
and when the Group has less than a If the Group loses control over a policies, the key assumptions
majority of the voting or similar rights subsidiary, it derecognises the related made relating to the future
of an investee, the Group considers all assets (including goodwill), liabilities, and the sources of estimation
relevant facts and circumstances in non-controlling interest and other at the reporting date together
assessing whether it has power over components of equity while any with the related judgment that
an investee, including: resultant gain or loss is recognised in have significant risk of causing
profit or loss. Any investment retained a material adjustment to the
The contractual arrangement with the is recognised at fair value.
carrying amounts of assets and
other vote holders of the investee
liabilities within the financial year
Rights arising from other contractual The details of Subsidiaries are as
are discussed below.
arrangements follows:
The Group’s voting rights and
potential voting rights
Company Name Year of Ownership
The Group re-assesses whether or Incorporation Percentage
not it controls an investee if facts and Royal Ceramics Distributors (Private) Limited 1993/1994 100%
circumstances indicate that there are
Royal Porcelain (Private) Limited 2000/2001 100%
changes to one or more of the three
elements of control. Consolidation of Rocell Bathware Limited 2005/2006 100%
a subsidiary begins when the Group Ever Paint and Chemical Industries
obtains control over the subsidiary (Private) Limited 2002/2003 100%
and ceases when the Group loses Lanka Ceramic PLC 1991/1992 77%
control of the subsidiary. Assets,
liabilities, income and expenses of Rocell Ceramics Limited 2006/2007 100%
a subsidiary acquired or disposed Rocell Pty Limited 2014/2015 100%
during the year are included in the Nilano Garments (Pvt) Ltd 1984/1985 100%
consolidated financial statements
101
(i) Going Concern exercised in the estimation of these more events that has occurred
The Directors have made an values, rates, methods and hence after the initial recognition of the
assessment of the Group’s ability to they are subject to uncertainty (Note asset (an incurred ‘loss event’) and
continue as a going concern and are 3.18). that loss event has an impact on
satisfied that the group, continue the estimated future cash flows of
in operational existence for the (iv) Impairment of non financial assets the financial asset or the Group of
foreseeable future. Impairment exists when the financial assets that can be reliably
carrying value of an asset or estimated. Evidence of impairment
(ii) Valuation of Property, Plant and cash generating unit exceeds its may include indications that the
Equipment and Consumable recoverable amount, which is debtors or a Group of debtors is
Biological Assets the higher of its fair value less experiencing significant financial
The Group measures land and costs of disposal and its value difficulty, default or delinquency
buildings at revalued amounts in use. The fair value less costs in payments, the probability that
with changes in fair value being of disposal calculation is based they will enter bankruptcy or other
recognized in other comprehensive on available data from binding financial reorganisation and where
income and in the Statement sales transactions, conducted at observable data indicate that there
of Equity. The Group engaged arm’s length, for similar assets is a measurable decrease in the
independent valuation experts or observable market prices less estimated future cash flows, such
to determine fair value of land incremental costs for disposing as changes in arrears or economic
and buildings. Fair value related of the asset. The value in use conditions that correlate with
disclosures for assets measured calculation is based on a DCF defaults. (Refer note 10)
at fair value are summarized model. The cash flows are derived
in the Note 3.17 to the financial from the budget for the next (vi) Fair Value of Financial Instruments
statements. five years and do not include Where the fair values of financial
restructuring activities that the assets and financial liabilities
The valuer has used valuation Group is not yet committed to or disclosed in the financial
techniques such as market values significant future investments statements cannot be derived from
and discounted cash flow method that will enhance the asset’s active markets, they are determined
where there was lack of comparable performance of the CGU being using a variety of valuation
market data available based on the tested. The recoverable amount techniques that include the use of
nature of the property. is sensitive to the discount rate mathematical models. The inputs
used for the DCF model as well as to these models are derived from
The fair value of managed timber the expected future cash-inflows observable market data where
determined based on discounted and the growth rate used for possible, but if this is not available,
cash flow method using various extrapolation purposes. judgment is required to establish
financial and non-financial fair values. The judgments include
assumptions. The growth of the These estimates are most relevant considerations of liquidity and
trees is determined by various to goodwill and other intangibles inputs such as discount rates. The
biological factors that are highly with indefinite useful lives valuation of financial instruments is
unpredictable. Any change to the recognized by the Group. (Refer described in more detail in Note 39.
assumptions will impact to the note 07)
fair value of biological assets. (vii) Defined Benefit Plans
Key assumptions and sensitivity (v) Impairment of financial assets The Defined Benefit Obligation and
analysis of the biological assets are The Group assesses at each the related charge for the year
given in the Note 3.16. reporting date whether there is any are determined using actuarial
objective evidence that a financial valuations. The actuarial valuation
(iii) Useful life-time of the Property, asset or a Group of financial assets involves making assumptions
Plant and equipment is impaired. A financial asset or about discount rates, future salary
The Group reviews the useful a Group of financial assets is increases, mortality rates etc. Due
lives and methods of depreciation deemed to be impaired if, and only to the long term nature of these
of assets at each reporting date. if, there is objective evidence of plans such estimates are subject
Judgement of the management is impairment as a result of one or
102
to significant uncertainty. Further presentation. Previous year’s figures gain or loss arising on translation
details are given in Note 16. and phrases have been re-arranged of non-monetary items measured
due to the reclassification of income at fair value is treated in line with
(viii) Provision for Slow moving and expenses under loss from the recognition of the gain or loss
inventories discontinued operations (Note 41). on the change in fair value of the
A provision for slow moving item (i.e., translation differences on
inventories is recognized based 2.5 SUMMARY OF SIGNIFICANT items whose fair value gain or loss
on the best estimates available ACCOUNTING POLICIES is recognised in OCI or profit or loss
to management on their future 2.5.1 Foreign Currency Translation are also recognised in OCI or profit
usability/sale. As management uses The Group’s consolidated financial or loss, respectively).
historical information as the basis statements are presented in Sri
to determine the future usability Lankan Rupees, which is Group’s ii) Group companies
and recoverability, actual future functional currency except for On consolidation, the assets and
losses on inventories could vary Rocell Pty Limited. For each entity, liabilities of foreign operations
from the provision made in these the Group determines the functional are translated into Sri Lankan
financial statements (Note 9). currency and items included in the Rupees at the rate of exchange
financial statements of each entity prevailing at the reporting date
(ix) Deferred tax assets are measured using that functional and their statements of profit or
Deferred tax assets are recognised currency. The Group uses the direct loss are translated at exchange
in respect of tax losses to the extent method of consolidation and on rates prevailing at the dates of
it is probable that future taxable disposal of a foreign operation, the the transactions. The exchange
profits will be available against gain or loss that is reclassified to differences arising on translation
which such tax losses can be set off. profit or loss reflects the amount for consolidation are recognised in
Judgment is required to determine that arises from using this method. Other Comprehensive Income. On
the amount of deferred tax assets disposal of a foreign operation, the
that can be recognised, based on i) Transactions and balances component of Other Comprehensive
the likely timing and level of future Transactions in foreign currencies Income relating to that particular
taxable profits, together with the are initially recorded by the foreign operation is recognised in
future tax-planning strategies. Group’s entities at their respective profit or loss.
functional currency spot rates at the
(x) Assets held for sales and date the transaction first qualifies Any goodwill arising on the
discontinued operations for recognition. acquisition of a foreign operation
On 25th July 2016, the Board of and any fair value adjustments to
Directors took a decision to cease Monetary assets and liabilities the carrying amounts of assets and
the operations of Ever Paint and denominated in foreign currencies liabilities arising on the acquisition
Chemical Industries (Private) are translated at the functional are treated as assets and liabilities
Limited ("EPCI") and to dispose currency spot rates of exchange of the foreign operation and
of the assets thereof. Therefore, at the reporting date. Differences translated at the spot rate of
the operations of the Company is arising on settlement or translation exchange at the reporting date.
classified as a disposal group held of monetary items are recognised in
for sale as at the reporting date. profit or loss. 2.5.2 Taxation
(a) Income Tax
For more details on the discontinued Non-monetary items that are Current income tax assets and
operation refer to Note 41. measured in terms of historical liabilities for the current and
cost in a foreign currency are prior periods are measured
2.4 COMPARATIVE INFORMATION translated using the exchange at the amount expected to be
The accounting policies adopted rates at the dates of the initial recovered from or paid to the
are consistent with those of the transactions. Non-monetary items taxation authorities. The tax rates
previous financial year. Previous measured at fair value in a foreign and tax laws used to compute the
year’s figures and phrases have currency are translated using the amount are those that are enacted
been re-arranged whenever exchange rates at the date when or substantively enacted by the
necessary to conform to current the fair value is determined. The reporting date.
103
The provision for income tax is Rocell Bathware Limited where the deferred income tax
based on the elements of income Income tax exemption given for asset relating to the deductible
and expenditure as reported in the Rocell Bathware Ltd has been temporary difference arises from
financial statements and computed expired on year of assessment initial recognition of an asset or
in accordance with the provisions 2015/16 and company liable liability in a transaction that is not
of the relevant tax legislations. to pay tax at a rate of 15% on a business combination and, at the
Current income tax relating to manufacturing profits and 28% on time of transaction, affects neither
items recognised directly in trade profits and other income. the accounting profit nor taxable
equity statement is recognized in profit or loss; and
equity and not in the statement of (b) Deferred Tax
comprehensive income. Deferred income tax is provided in respect of deductible temporary
using the liability method on differences associated with
Royal Ceramics Lanka PLC, Royal temporary differences at the investments in subsidiaries, deferred
Porcelain (Pvt) Ltd, Lanka Ceramic reporting date between the tax income tax assets are recognised
PLC, Royal Ceramics Distributors bases of assets and liabilities and only to the extent that it is probable
(Pvt) Ltd, Ever Paint & Chemical their carrying amounts for financial that the temporary differences will
Industries (Pvt) Ltd, Lanka reporting purposes. reverse in the foreseeable future
Walltiles PLC, Lanka Tiles PLC, and taxable profit will be available
Vallibel Plantation Management Deferred income tax liabilities are against which the temporary
Ltd, Swisstek Ceylon PLC, Horana recognised for all taxable temporary differences can be utilised.
Plantations PLC and Nilano differences except:
Garments (Pvt) Ltd. The carrying amount of deferred
where the deferred income income tax assets is reviewed at
The Provision for income tax is tax liability arises from initial each reporting date and reduced
based on the elements of income recognition of goodwill or of an to the extent that it is no longer
and expenditure as reported in asset or liability in a transaction probable that sufficient taxable
Financial Statements and computed that is not a business combination profit will be available to allow all
in accordance with the provisions and, at the time of transaction, or part of the deferred income tax
of the Inland Revenue Act No. 10 of affects neither the accounting profit asset to be utilised. Unrecognised
2006. nor taxable profit or loss; and deferred income tax assets are
reassessed at each reporting date
The statutory tax rates of above in respect of taxable temporary and are recognised to the extent
companies are as follows; differences associated with that it has become probable that
investments in subsidiaries, future taxable profit will allow the
2017 2016 where the timing of reversal of deferred tax asset to be recovered.
the temporary differences can be
Local sales and
controlled and it is probable that Deferred income tax assets and
other profits 28% 28%
the temporary differences will not liabilities are measured at the tax
Qualified export reverse in the foreseeable future. rates that are expected to apply to
profit 12% 12% the year when the asset is realised
Agricultural profit 10% 10% Deferred income tax assets are or the liability is settled, based
Specified profits 12% 15% recognised for all deductible on the tax rates and tax laws that
temporary differences, carry- have been enacted or subsequently
Swisstek Aluminium Ltd. forward of unused tax credits and enacted as at the reporting date.
Income tax exemption given for unused tax losses, to the extent Deferred income tax assets and
Swisstek Aluminium Ltd has been that it is probable that taxable profit deferred income tax liabilities are
expired on 01 September 2016 and will be available against which the offset, if a legally enforceable right
company is liable to pay tax at a deductible temporary differences, exists to set off current tax assets
rate of 20% on trade profit and 28% and the carry-forward of unused tax against current income tax liabilities
on other income. credits and unused tax losses can and the deferred income taxes
be utilised except: relates to the same taxable entity
and the same taxation authority.
104
(c) Economic Service Charge (ESC) after making due allowances for expenses incurred in bringing the
As per the provisions of the obsolete and slow moving items. asset to its working condition for
Economic Service Charges Act No. Net realizable value is the price at its intended use. Subsequent to the
13 of 2006, ESC is payable on the which inventories can be sold in the initial recognition as an asset at
liable turnover at specified rates. ordinary course of business less cost, revalued assets are carried
ESC paid is deductible from the the estimated cost of completion at revalued amounts less any
income tax liability. Any unclaimed and the estimated cost necessary to subsequent deprecation thereon.
liability can be carried forward make the sale. All other property, plant and
and set off against the income tax equipment are stated at cost less
payable for further three years. The cost incurred in bringing accumulated depreciation and/or
inventories to its present location accumulated impairment losses, if
(d) Turnover Based Taxes and condition is accounted using any. Accumulated depreciation is
Turnover based taxes include Value the following cost formulae: provided for, on the bases specified
Added Tax (VAT) and Nation Building in (c) below.
Tax (NBT). The Company/Group pays (a) Raw material - At purchase cost
such taxes in accordance with the on weighted average cost basis, Where an item of property, plant
respective statutes. except for Ever Paint and Chemical and equipment comprises major
Industries Private Limited, Vallibel components having different useful
Revenue, expenses and assets are Plantation Management Limited and lives, they are accounted for as
recognised net of the amount of Swisstek (Ceylon) PLC which is on a separate items of property, plant
sales tax except where the sales tax first in first out basis. and equipment.
incurred on a purchase of assets or
(b) Consumable and spares - At
services is not recoverable from the (b) Subsequent Expenditure
purchase cost on weighted average
taxation authorities in which case Expenditure incurred to replace
cost basis, except for Ever Paint and
the sales tax is recognized as a a component of an item of
Chemical Industries Private Limited
part of the cost of the asset or part property, plant and equipment
which is on a first in first out basis.
of the expense items as applicable that is accounted for separately,
and receivable and payable are including major inspection and
(c) Finished goods and Work in
stated with the amount of sales tax overhaul expenditure, is capitalized.
progress - at the cost of direct
included. The amount of sales tax Other subsequent expenditure is
material, direct labour and
recoverable and payable in respect capitalized only when it increases
appropriated proportion of
of taxation authorities is included the future economic benefits
production overheads based on
as a part of other receivables and embodied in the item of property,
normal operating capacity.
other payables in the Statement of plant and equipment. All other
Financial Position. expenditure incurred on repairs
(d) Goods in transit have been valued at
or maintenance of property, plant
cost.
2.5.3 Borrowing Cost and equipment in order to restore
Borrowing costs are recognised or maintain the future economic
(e) Trading goods – At Purchase cost
as an expense in the period in benefits expected from the
on weighted average basis except
which they are incurred except originally assessed standard of
for Lanka Walltiles group which is
to the extent where borrowing performance, is recognised as an
on first in first out basis.
cost that are directly attributable expense when incurred.
to acquisition, construction or
2.5.5 Property, Plant and Equipment
production of assets that takes (c) Depreciation
(a) Initial recognition
a substantial period of time to Depreciation is calculated by using
All items of property, plant and
get ready for its intended use or a straight-line basis on all property,
equipment are initially recorded at
sale. Such borrowing costs are plant and equipment, other than
cost.
capitalized as part of those assets. freehold land, in order to write off the
cost or valuation over the estimated
The cost of property, plant and
2.5.4 Inventories economic life of such assets.
equipment is the cost of acquisition
Inventories are valued at lower
or construction together with any
of cost and net realizable value,
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The asset's residual values, useful (f) Capital Work in Progress to their residual values over their
lives and methods of depreciation are Capital work in progress represents estimated useful lives of 15 years,
reviewed, and adjusted if appropriate, the cost of civil construction work for computer software.
at each financial year end. not completed and property, plant
and equipment that are not ready 2.5.7 Leases
(d) Revaluation for their intended use. Finance leases, which transfer
Land and buildings are measured substantially all the risks and
at fair value less accumulated 2.5.6 Intangible assets benefits incidental to ownership
depreciation on buildings and The Group’s intangible assets of the leased item, are capitalized
impairment losses recognised include the cost of computer at the inception of the lease at the
after the date of the revaluation. software and goodwill. fair value of the leased property or,
Valuations are performed with if lower, at the present value of the
sufficient frequency to ensure that An intangible asset is recognised minimum lease payments. Lease
the fair value of a revalued asset only when its cost can be measured payments are apportioned between
does not differ materially from its reliably and it is probable that the the finance charges and reduction
carrying amount. expected future economic benefits of the lease liability so as to achieve
that are attributable to it will flow to a constant rate of interest on the
Any revaluation surplus is the Group. remaining balance of the liability.
recognised in other comprehensive
income and accumulated in equity Intangible assets acquired separately Capitalized leased assets are
in the asset revaluation reserve, are measured on initial recognition depreciated over the shorter of the
except to the extent that it reverses at cost. The cost of intangible assets estimated useful life of the asset
a revaluation decrease of the same acquired in a business combination and the lease term, if there is no
asset previously recognised in is their fair value as at the date of reasonable certainty that the Group
the Statement of Profit or Loss, acquisition. Following the initial will obtain ownership by the end
in which case the increase is recognition, intangible assets are of the lease term. The depreciation
recognised in the Statement of carried at cost less any accumulated policy for depreciable leased
Profit or Loss. A revaluation deficit amortisation and any accumulated assets is consistent with that for
is recognised in the Statement of impairment losses. depreciable asset that are owned as
Profit or Loss, except to the extent described in note 3.18.
that it offsets an existing surplus on Intangible assets with finite lives are
the same asset recognised in the amortised over the useful economic The principal/capital element
asset revaluation reserve. life. The amortisation period and the payable to the lessor is shown as
amortisation method for an intangible liability/obligation. The lease rentals
Cost of repairs and maintenance are asset with a finite useful life are are treated as consisting of capital
charged to the Statement of Profit reviewed at least at each financial and interest elements. The capital
or Loss during the period in which year–end. Changes in the expected element in the rental is applied to
they are incurred. useful life or the expected pattern reduce the outstanding obligation
of consumption of future economic and interest element is charged
(e) De-recognition benefits embodied in the asset against profit, in proportion to the
An item of property, plant and are accounted for by changing the reducing capital outstanding.
equipment is derecognised amortisation period or method, as The cost of improvements on leased
upon disposal or when no future appropriate, and they are treated as property is capitalised, disclosed as
economic benefits are expected changes in accounting estimates. The improvements to leasehold property
from its use or disposal. Any gain or amortisation expense on intangible and depreciated over the unexpired
loss arising on de-recognition of the assets with finite lives is presented as period of the lease, or the estimated
asset (calculated as the difference a separate line item in the Statement useful lives of the improvements,
between the net disposal proceeds of Profit or Loss. whichever is shorter.
and the carrying amount of the
asset) is included in the Statement Amortization is calculated using Leases where the lessor effectively
of Profit or Loss in the year the the straight- line method to write retains substantially all the risks
asset is derecognised. down the cost of intangible assets and benefits of ownership over
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the leased term are classified as constructed investment is its cost at is measured as the aggregate of the
operating leases. the date when the construction or consideration transferred measured
development is complete. at acquisition date fair value and
Rentals paid under operating leases the amount of non-controlling
are recognized as an expense in Subsequent Measurement interest in acquiree. For each
the Statement of Profit or Loss on The Group applies the Cost business combination, the group
a straight-line basis over the lease Model for Investment Properties elects whether to measure the non-
term. When an operating lease is in accordance with Sri Lanka controlling interests in the acquiree
terminated before the lease period Accounting Standard 40 (LKAS 40), - at fair value or at the proportionate
has expired, any payment required “Investment Property”. Accordingly, share of the acquiree’s identifiable
to be made to the lessor by way of land and buildings classified as net assets. Acquisition related
penalty is recognized as an expense Investment Properties are stated costs are expensed as incurred and
in the period in which termination at cost less any accumulated included in administrative expenses.
takes place. depreciation and any accumulated
impairment losses. When the Group acquires a
Group as a lessor business, it assesses the financial
Leases in which the Group does Depreciation assets and liabilities assumed
not transfer substantially all the Depreciation is provided on for appropriate classification and
risks and rewards of ownership of a straight line basis over the designation in accordance with
an asset is classified as operating estimated life of the class of asset the contractual terms, economic
leases. Initial direct costs incurred from the date of purchase up to the circumstances and pertinent
in negotiating and arranging an date of disposal. conditions as at the acquisition
operating lease added to the date.
carrying amount of the leased asset Class of tangible Useful life
and recognised over the lease term assets Goodwill is initially measured
on the same basis rental income. at cost being the excess of the
Buildings Over 50 years
Contingent rents are recognised as aggregate of consideration
revenue in the period in which they transferred and the amount
2.5.9 Investments In subsidiaries
are earned. recognised for non-controlling
Investments in subsidiaries in the
interests and any previous interest
separate Financial Statements
2.5.8 Investment properties held over the net identifiable assets
have been accounted for at cost,
Properties held for capital acquired and liabilities assumed.
net of any impairment losses which
appreciation and properties held
are charged to the Statement of
to earn rental income have been After initial recognition, goodwill
Comprehensive Income of the
classified as Investment Property. is measured at cost less any
Company.
accumulated impairment
Basis of Recognition losses. Goodwill is reviewed for
Income from these investments
Investment Property is recognised if impairment, annually or more
is recognised only to the extent of
it is probable that future economic frequently if events or changes in
dividend received.
benefits that are associated with the circumstances indicate that the
Investment Property will flow to the carrying value may be impaired.
Disposal of investments
Group and cost of the Investment For the purpose of impairment
On disposal of an investment, the
Property can be reliably measured. testing, goodwill acquired in a
difference between net disposal
business combination is, from the
proceeds and the carrying amounts
Measurement acquisition date, allocated to each
are recognized as income or
Initial Measurement of the Group’s cash generating units
expense.
An Investment Property is that are expected to benefit from
measured initially at its cost. The the combination, irrespective of
2.5.10 Business Combination and Goodwill
cost of a purchased Investment whether other assets or liabilities of
Acquisitions of subsidiaries are
Property comprises of its purchase the acquiree are assigned to those
accounted for using the acquisition
price and any directly attributable units.
method. The cost of an acquisition
expenditure. The cost of a self-
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Impairment is determined by of assets within a time frame designated any financial assets upon
assessing the recoverable amount established by regulation or initial recognition as financial asset
of the cash-generating unit to which convention in the market place at fair value through profit or loss.
the goodwill relates. Where the (regular way trades) are recognised
recoverable amount of the cash on the trade date, i.e., the date that The Group evaluates its financial
generating unit is less than the the Group commits to purchase or assets held for trading to determine
carrying amount, an impairment sell the asset. whether the intention to sell them
loss is recognised. The impairment in the near term is still appropriate.
loss is allocated first to reduce the The Group’s financial assets include When the Group is unable to trade
carrying amount of any goodwill investments in equity securities, these financial assets due to
allocated to the unit and then to the trade and other receivables, cash inactive markets and management’s
other assets prorate to the carrying and bank balances. intention to sell them in the
amount of each asset in the unit. foreseeable future significantly
b) Subsequent measurement changes, the Group may elect to
Where goodwill forms part of a The subsequent measurement of reclassify these financial assets in
cash-generating unit and part of financial assets depends on their rare circumstances.
the operation within that unit is classification as described below:
disposed of, the goodwill associated Available-for-sale financial
with the operation disposed of is Loans and receivables investments
included in the carrying amount of Loans and receivables are non- For available-for-sale financial
the operation when determining derivative financial assets with fixed investments include equity
the gain or loss on disposal of the or determinable payments that securities. Equity investments
operation. Goodwill disposed of are not quoted in an active market. classified as available-for-sale are
in this circumstance is measured After initial measurement, such those, which are neither classified
based on the relative values of financial assets are subsequently as held for trading nor designated
the operation disposed of and the measured at amortised cost using at fair value through profit or loss.
portion of the cash-generating unit the Effective Interest Rate (“EIR”), Investments in equity instruments
retained. less impairment. Amortised that do not have a quoted market
cost is calculated by taking into price in an active market and
2.5.11 Financial instruments – initial account any discount or premium whose fair value cannot be reliably
recognition and subsequent on acquisition and fees or costs measured are valued at cost.
measurement that are an integral part of the
Financial assets EIR method. The amortisation is c) Derecognition
a) Initial recognition and measurement included in finance income in the A financial asset is derecognised
Financial assets within the Statement of Profit or Loss. when:
scope of LKAS 39 are classified The rights to receive cash flows
as financial assets at fair value Financial Assets at fair value through from the asset have expired
through profit or loss, loans and profit or loss The Group has transferred its rights
receivables, available-for-sale Financial assets at fair value to receive cash flows from the
financial assets as appropriate. The through profit or loss includes asset or has assumed an obligation
Group determines the classification financial assets held for trading. to pay the received cash flows in
of its financial assets at initial Financial assets are classified full without material delay to a
recognition. as held for trading if those are third party under a ‘pass-through’
acquired for the purpose of selling arrangement; and either
All financial assets are recognised or repurchasing in the near term. (a) The Group has transferred
initially at fair value plus transaction Financial assets at fair value through substantially all the risks and
costs, except in the case of financial profit and loss are carried in the rewards of the asset, or
assets recorded at fair value Statement of Financial Position (b) The Group has neither transferred
through profit or loss. at fair value with changes in fair nor retained substantially all the
value recognised in finance income risks and rewards of the asset, but
Purchases or sales of financial or finance costs in the income has transferred control of the asset.
assets that require delivery statement. The Group has not
108
d) Impairment of financial assets loss is increased or reduced by Amortised cost is calculated by

The Group assesses, at each adjusting the allowance account. If taking into account any discount or
reporting date, whether there is any a write-off is later recovered, the premium on acquisition and fees
objective evidence that a financial recovery is credited to finance costs or costs that are an integral part
asset or a group of financial assets in the Statement of Profit or Loss. of the EIR. The EIR amortisation
is impaired. A financial asset or a is included in finance costs in the
group of financial assets is deemed Available-for-sale financial Statement of Profit or Loss.
to be impaired if, and only if, there investments
is objective evidence of impairment For available-for-sale financial g) Derecognition
as a result of one or more events investments, the Company/ Group A financial liability is derecognised
that has occurred after the initial assesses at each reporting date when the obligation under the
recognition of the asset (an incurred whether there is objective evidence liability is discharged or cancelled
‘loss event’) and that loss event has that an investment or a group of or expires.
an impact on the estimated future investments is impaired.
cash flows of the financial asset or When an existing financial liability is
the group of financial assets that Financial liabilities replaced by another from the same
can be reliably estimated. e) Initial recognition and measurement lender on substantially different
Financial liabilities within the terms, or the terms of an existing
Financial assets carried at amortised scope of LKAS 39 are classified liability are substantially modified,
cost as financial liabilities at fair value such an exchange or modification is
If there is objective evidence that an through profit or loss, loans and treated as the derecognition of the
impairment loss has been incurred, borrowings as appropriate. The original liability and the recognition
the amount of the loss is measured Group determines the classification of a new liability. The difference in
as the difference between the of its financial liabilities at initial the respective carrying amounts
asset’s carrying amount and the recognition. is recognised in the Statement of
present value of estimated future Profit or Loss.
cash flows. The present value of All financial liabilities are
the estimated future cash flows is recognised initially at fair value h) Offsetting of financial instruments
discounted at the financial asset’s plus, in the case of loans and Financial assets and financial
original effective interest rate. borrowings, directly attributable liabilities are offset and the net
transaction costs. amount reported in the Statement
The carrying amount of the asset of Financial Position if, and only if:
is reduced through the use of an The Group’s financial liabilities
allowance account and the amount include trade and other payables, There is a currently enforceable
of the loss is recognised in the bank overdrafts, loans and legal right to offset the recognised
Statement of Profit or Loss. Interest borrowings and financial guarantee amounts and
income continues to be accrued on contracts. There is an intention to settle
the reduced carrying amount and on a net basis, or to realise the
is accrued using the rate of interest f) Subsequent measurement assets and settle the liabilities
used to discount the future cash The measurement of financial simultaneously
flows for the purpose of measuring liabilities depends on their
the impairment loss. The interest classification as described below: i) Fair value of financial instruments
income is recorded as part of Loans and borrowings The fair value of financial
finance income in the Statement of After initial recognition, interest instruments that are traded in
Profit or Loss. bearing loans and borrowings active markets at each reporting
are subsequently measured at date is determined by reference
If, in a subsequent year, the amount amortised cost using the EIR to quoted market prices or dealer
of the estimated impairment loss method. Gains and losses are price quotations (bid price for long
increases or decreases because recognised in the Statement of positions and ask price for short
of an event occurring after the Profit or Loss when the liabilities positions), without any deduction for
impairment was recognised, the are derecognised as well as through transaction costs.
previously recognised impairment the EIR amortisation process.
109
For financial instruments not traded 2.5.14 Investments in Associates whether it is necessary to recognise
in an active market, the fair value The Group’s investment in its an additional impairment loss
is determined using appropriate associate is accounted for using on the Group’s investment in its
valuation techniques. Such the equity method. An associate is associate. The Group determines
techniques may include: an entity in which the Group has at each reporting date whether
significant influence. there is any objective evidence that
Using recent arm’s length market the investment in the associate
transactions Under the equity method, the is impaired. If this is the case,
Reference to the current fair value investment in the associate the Group calculates the amount
of another instrument that is is carried in the Statement of of impairment as the difference
substantially the same Financial Position at cost plus post between the recoverable amount of
A discounted cash flow analysis or acquisition changes in the Group’s the associate and its carrying value
other valuation models. share of net assets of the associate. and recognises the amount in the
Goodwill relating to the associate ‘share of profit of an associate’ in
An analysis of fair values of is included in the carrying amount the Statement of Profit or Loss.
financial instruments and further of the investment and is neither
details as to how they are measured amortised nor individually tested for The investment in associate is
are provided in Note 12. impairment. accounted for using the cost
method in the separate Financial
2.5.12 Trade and Other Receivables The Statement of Profit or Loss Statements.
Trade debtors, including amounts of income reflects the share of
owing by subsidiary, deposits the results of operations of the 2.5.15 Provisions
and other debtors (excluding non associate. Where there has been a Provisions are recognized when
financial assets classified under change recognised directly in the the Company/Group has a present
deposits and other receivables equity of the associate, the Group obligation (legal or constructive)
which are measured at cost) recognises its share of any changes as a result of a past event, where
classified and accounted for as and discloses this, when applicable, it is probable that an outflow of
loans and receivable. Based on in the Statement of Changes in resources embodying economic
the nature the relevant accounting Equity. Unrealised gains and losses benefits will be required to settle
policy for this category of financial resulting from transactions between the obligation and a reliable
assets are stated in note 10. the Group and the associate are estimate can be made of the
eliminated to the extent of the amount of the obligation. When the
2.5.13 Cash and Cash Equivalents interest in the associate. Company expects some or all of
Cash and cash equivalents are cash a provision to be reimbursed, the
at bank and in hand, call deposits and The share of profit of an associate is reimbursement is recognised as
short term highly liquid investments shown on the face of the Statement a separate assets but only when
readily convertible to known amounts of Profit or Loss. This is the profit the reimbursement is virtually
of cash and subject to insignificant attributable to equity holders of certain. The expense relating to
risk of changes in value. the associate and therefore is any provision is presented in the
profit after tax and non-controlling Statement of Profit or Loss net of
For the purpose of Statement interests in the subsidiaries of the any reimbursement.
of Cash Flows, cash and cash associate.
equivalents consist of cash in hand, If the effect of the time value of
cash at bank deposits in banks net The Financial Statements of the money is material, provisions are
of outstanding bank overdrafts. associate are prepared for the determined by discounting the
Investments with short maturities same reporting period as the expected future cash flows at a pre-
(i.e. three months or less from date Group. Accounting policies that are tax rate that reflects current market
of acquisition) are also treated as specific to the business of associate assessments of the time value of
cash equivalents. Bank overdrafts companies are discussed in note 2.9. money and, where appropriate, the
are disclosed under Interest risks specific to the liability. Where
Bearing Liabilities in the Statement After application of the equity discounting is used, the increase
of Financial Position. method, the Group determines
110
in the provision due to the passage Funding Arrangements attributable to the sale, excluding
of time is recognized as an interest The Gratuity liability is not finance costs and income tax
expense. externally funded. expense.
2.5.16 Retirement Benefit Obligations (b) Defined Contribution Plans- The criteria for held for sale
(a) Defined Benefit Plan – Gratuity Employees’ Provident Fund and classification is regarded as
A defined benefit plan is a post- Employees’ Trust Fund met only when the sale is highly
employment benefit plan other probable and the asset or disposal
than a defined contribution plan. Employees are eligible for group is available for immediate
The defined benefit is calculated Employees’ Provident Fund sale in its present condition. Actions
by independent actuaries using Contributions and Employees’ Trust required to complete the sale
Projected Unit Credit (PUC) method Fund Contributions in line with should indicate that it is unlikely
as recommended by revised respective statutes and regulations. that significant changes to the sale
LKAS 19 – “Employee benefits” These are recognized as an expense will be made or that the decision
and resulting actuarial gain/ loss in the Statement of Profit or Loss as to distribute will be withdrawn.
was recognized in full in the Other incurred. Management must be committed to
Comprehensive Income (OCI). the sale expected within one year
The Group contributes 12% and from the date of the classification.
The present value of the defined 3% of gross emoluments of the
benefit obligation is determined employees to Employees’ Provident Property, plant and equipment
by discounting the estimated Fund and Employees’ Trust Fund and intangible assets are not
future cash outflows using interest respectively. depreciated or amortised once
rates that are denominated in the classified as held for sale. Assets
currency in which the benefits will 2.5.17 Impairment of Non-financial Assets and liabilities classified as held
be paid, and that have terms to The Company assesses at each for distribution are presented
maturity approximating to the terms reporting date whether there is separately as current items in the
of the related liability. an indication that an asset may statement of financial position.
be impaired. If any such indication
The present value of the defined exists, or when annual impairment A disposal group qualifies as
benefit obligations depends on testing is required for an asset, the discontinued operation if it is
a number of factors that are Company makes an assessment a component of an entity that
determined on an actuarial basis of the assets’ recoverable amount. either has been disposed of, or is
using a number of assumptions When the carrying amount of an classified as held for sale, and:
about discount rate, expected rates asset exceeds its’ recoverable Represents a separate major line
of return on assets, future salary amount, the asset is considered of business or geographical area of
increases and mortality rates. Key impaired and is written down to its operations
assumptions used in determining recoverable amount. Is part of a single co-ordinated plan
the defined retirement benefit to dispose of a separate major line
obligations are given in Note 16 2.5.18 Non-current assets held for trade of business or geographical area of
Any changes in these assumptions and discontinued operations operations
will impact the carrying amount of The Group classifies non-current Or
defined benefit obligations and all assets and disposal groups as Is a subsidiary acquired exclusively
assumptions are reviewed at each held for sale if their carrying with a view to resale
reporting date. amounts will be recovered
Accordingly, the employee benefit principally through a sale rather Discontinued operations are
liability is based on the actuarial than through continuing use. Such excluded from the results of
valuation as of 31 March 2017 non-current assets and disposal continuing operations and are
carried out by Messrs Actuarial and groups classified as held for sale presented as a single amount
Management Consultants (Private) are measured at the lower of their as profit or loss after tax from
Limited, actuaries. carrying amount and fair value discontinued operations in the
less costs to sale. Costs to sale statement of profit or loss.
are the incremental costs directly
111
Additional disclosures are provided (d) Rendering of Services 2.8 SEGMENT REPORTING
in Note 41. All other notes to Revenue from rendering of services A segment is a distinguishable
the financial statements include is recognised in the accounting component of the Group that
amounts for continuing operations, period in which the services are is engaged either in providing
unless indicated otherwise. rendered or performed. products or services (business
segment) or in providing
2.6 STATEMENT OF PROFIT OR LOSS (e) Rental Income products or services within a
2.6.1 Revenue Recognition Rental income is recognised on an particular economic environment
Revenue is recognized to the extent accrual basis. (geographical segment), which is
that it is probable that the economic (f) Other subject to risks and rewards that
benefits will flow to the group and Other income is recognised on an are different from those of other
the revenue and associated costs accrual basis. segments.
incurred or to be incurred can be
reliably measured. Revenue is Net Gains and losses of a revenue Segment information is presented
measured at the fair value of the nature on the disposal of property, in respect of the Group’s business
consideration received or receivable plant and equipment and other and has been prepared in
net of trade discounts and sales non- current assets including conformation with the accounting
taxes. The following specific investments have been accounted policies adopted for preparing
criteria are used for the purpose of for in the Statement of Profit and presenting the consolidated
recognition of revenue. or Loss, having deducted from financial statements of the
proceeds on disposal, the carrying Group. The business segments
(a) Sale of Goods are reported based on Group’s
Revenue from sale of goods is amount of the assets and related
selling expenses. On disposal management and internal reporting
recognised when the significant structure. Inter segment pricing
risks and rewards of ownership of of revalued property, plant and
equipment, amount remaining in is determined at prices mutually
the goods have passed to the buyer; agreed by the companies.
with the Group retaining neither revaluation reserve relating to
continuing managerial involvement that asset is transferred directly to
Retained Earnings. Segment result, assets and
to the degree usually associated liabilities include items directly
with ownership, nor effective attributable to a segment as well
control over the goods sold. Gains and losses arising from
incidental activities to main revenue as those that can be allocated on a
(b) Interest Income generating activities and those reasonable basis. Unallocated items
For all financial instruments arising from a group of similar mainly comprise of goodwill on
measured at amortised cost and transactions which are not material, consolidation.
interest bearing financial assets are aggregated, reported and
classified as available for sale, presented on a net basis. The Group’s segmental reporting
interest income or expense is is based on the following operating
recorded using the effective interest 2.7 CASH FLOW STATEMENT segments: Tiles and Associated
rate (EIR), which is the rate that The Cash Flow Statement has Products, Sanitaryware, Paints,
exactly discounts the estimated been prepared by using the 'In Plantation, Packaging Material,
future cash payments or receipts direct Method' in accordance Aluminium Products, Finance and
through the expected life of the with LKAS 7 on Statement of Other.
financial instrument or a shorter Cash Flows, whereby gross cash
period, where appropriate, to the receipts and gross cash payments 2.9 SIGNIFICANT ACCOUNTING
net carrying amount of the financial of operating activities, financing POLICIES THAT ARE SPECIFIC TO
asset or liability. Interest income is activities and investing activities THE BUSINESS OF ASSOCIATES
included in finance income in the have been recognized. Cash and 2.9.1 L B Finance PLC
Statement of Profit or Loss. cash equivalents comprise mainly Revenue Recognition
cash balances and highly liquid Revenue is recognised to the extent
(c) Dividends that it is probable that the economic
investments of which original
Dividend Income is recognised benefits will flow to the Company
maturity of 3 months or less and
when the shareholders’ right to and the revenue and associated
net amount due from banks.
receive the payment is established.
112
costs incurred or to be incurred can Once the recorded value of a 2.10 SIGNIFICANT ACCOUNTING
be reliably measured. Revenue is financial asset or a group of similar POLICIES THAT ARE SPECIFIC TO
measured at the fair value of the financial assets has been reduced THE BUSINESS OF PLANTATION
consideration received or receivable due to an impairment loss, interest 2.10.1 Basis of Preparation
net of trade discounts and sales income continues to be recognised The Financial Statements have
taxes. The following specific using the rate of interest used to been prepared on historical cost
criteria are used for the purpose of discount the future cash flows convention except for the following
recognition of revenue. for the purpose of measuring the material items in the statement of
impairment loss. financial position.
(a) Interest Income and Interest expense
For all financial assets measured (b) Fee and commission income a) Lease hold right to Bare Land and
at amortised cost, interest bearing The Company earns fee and leased assets of JEDB/ SLSPC,
financial assets classified as commission income from a diverse which have been revalued as more
available for sale and financial range of services it provides to fully described in Note 3.12.
instruments designated at fair its customers. Fee income can b) Consumable Mature Biological
value through profit or loss, interest be divided into the following two Assets are measured at fair value
income or expense is recorded categories: less cost (LKAS 41).
using the EIR. EIR is the rate that
exactly discounts estimated future i) Fee income earned from services c) Employee Benefits recognized
cash payments or receipts through that are provided over a certain based on actuarial valuation (LKAS
the expected life of the financial period of time 19).
instrument or a shorter period, Fees earned for the provision of
where appropriate, to the net services over a period of time are 2.10.2 Property, Plant and Equipment
carrying amount of the financial accrued over that period. These fees a) Permanent Land Development Cost
asset or financial liability. include commission income and Permanent land development
asset management, custody and costs incurred in making major
The calculation takes into account other management and advisory infrastructure development and
all contractual terms of the financial fees. building new access roads on
instrument and includes any fees or ii) Fee income from providing leasehold lands.
incremental costs that are directly transaction services
attributable to the instrument and Fees arising from negotiating or These costs have been capitalised
are an integral part of the EIR, participating in the negotiation of a and amortised over the remaining
but not future credit losses. The transaction for a third party, such lease period.
carrying amount of the financial as the purchase or sale of business
asset or financial liability is is recognized on completion of Permanent impairments to land
adjusted if the Company revises its the underlying transaction. Fees development costs are charged to
estimates of payments or receipts. or components of fees that are the Statement of Comprehensive
The adjusted carrying amount is linked to a certain performance Income in full and reduced to the
calculated based on the original EIR are recognized after fulfilling the net carrying amounts of such
and the change in carrying amount corresponding criteria. assets in the year of occurrence
is recorded as ’Interest income’ after ascertaining the loss.
for financial assets and ’Interest (c) Net trading income
expense’ for financial liabilities. Net trading income includes all b) Biological Assets
However, for a reclassified financial gains and losses from changes in (i) Bearer Biological Assets &
asset for which the Company fair value and related dividends Consumer Biological Assets
subsequently increases its for financial assets and financial Biological assets are classified
estimates of future cash receipts as liabilities ‘held for trading’ other in to mature biological assets
a result of increased recoverability than interest income. and immature biological assets.
of those cash receipts, the effect of Mature biological assets are those
that increase is recognised as an (d) Others that have attained harvestable
adjustment to the EIR from the date Other income is recognised on an specifications or are able to
of the change in estimate. accrual basis. sustain regular harvests. Immature
113
biological assets are those that and the fair value or cost of the Permanent impairments to
have not yet attained harvestable assets can be measured reliably. Biological Assets are charged to
specifications. Tea, rubber, other the Statement of Comprehensive
plantations and nurseries are The managed timber trees are Income in full and reduced to the
classified as biological assets. measured on initial recognition net carrying amounts of such asset
and at the end of each reporting in the year of occurrence after
The cost of land preparation, period at its fair value less cost to ascertaining the loss.
rehabilitation, new planting, sell in terms of LKAS 41. The cost
re-planting, crop diversifying, is treated as approximation to fair (ii) Infilling Cost on Biological Assets
inter-planting and fertilizing, etc., value of young plants as the impact The land development costs
incurred between the time of on biological transformation of such incurred in the form of infilling have
planting and harvesting (when the plants to price during this period is been capitalised to the relevant
planted area attains maturity), are immaterial. The fair value of timber mature field, only if it increases
classified as immature plantations. trees are measured using DCF the expected future benefits from
These immature plantations method taking in to consideration that field, beyond its pre-infilling
are shown at direct costs plus the current market prices of timber, performance assessment. Infilling
attributable overheads, including applied to expected timber content costs so capitalised are depreciated
interest attributable to long term of a tree at the maturity by an over the newly assessed remaining
loans used for financing immature independent professional valuer. useful economic life of the relevant
plantations. Nursery cost includes the cost mature plantation, or the unexpired
of direct materials, direct labour lease period, whichever is lower.
Biological assets are further and an appropriate proportion of
classified as bearer biological directly attributable overheads, less Infilling costs that are not
assets and consumable biological provision for overgrown plants. capitalized have been charged to
assets. Bearer biological asset the Statement of Comprehensive
includes tea and rubber trees, The gain or loss arising on initial Income in the year in which they are
those that are not intended to be recognition of biological assets at incurred.
sold or harvested, however used fair value less cost to sell and from
to grow for harvesting agricultural a change in fair value less cost to 2.10.3 Inventories
produce from such biological sell of biological assets are included a) Agricultural produce harvested from
assets. Consumable biological in the Statement of Comprehensive Biological Assets
assets includes managed timber Income for the period in which it Agricultural produce harvested
trees those that are to be sold as arises. from Biological Assets are
biological assets. measured at their fair value less
The expenditure incurred on The main variables in DCF model concerns,

bearer biological assets (Tea
and Rubber) fields, which come Variable Comment
in to bearing during the year, Estimate based on physical verification of girth, height and
has been transferred to mature considering the growth of the each species.
plantations. Expenditure incurred
on consumable biological assets is Factor all the prevailing statutory regulations enforced
recorded at cost at initial recognition against harvesting of timber coupled with forestry plan of
and thereafter at fair value at the Timber content the Company.
end of each reporting period.
Estimated based on the normal life span of each species by
Economic useful life factoring the forestry plan of the Company.
The entity recognize the biological
assets when, and only when, the Estimated based on prevailing Sri Lankan market price.
entity controls the assets as a result Factor all the conditions to be fulfilled in bringing the trees
of past event, it is probable that Selling price in to saleable condition
future economic benefits associated Discount rate reflects the possible variations in the Cash
with the assets will flow to the entity Discount Rate flows and the risk related to the biological assets.
114
cost to sell at the point of harvest. Staff’s Provident Society (ESPS)/ will be granted and the amount
The finished and semi finished Employees’ Provident Fund (EPF). can be measured reliably, then
inventories from Agricultural the discount is recognised as a
produce are valued by adding All the employees of the Company reduction of revenue as the sales
the cost of conservation from are members of the Employees’ are recognised. The fair value
agricultural value of agricultural Trust Fund, to which the Company gain arising on the valuation
produce. contributes 3% on the consolidated of harvested crops has been
salary of such employees. separately disclosed as part of the
b) Agricultural produce after further revenue.
processing 2.10.5 Deferred Income
Further processed output of a) Grants and Subsidies 2.10.7 Change in Accounting Policies and
agricultural produce are valued at Grants related to Property, Plant Disclosures
the lower of cost and estimated net and Equipment other than grants Amendment to LKAS 41 & 16 –
realisable value, after making due received for consumer biological Harvestable Produce Growing on
allowances for obsolete and slow assets are initially deferred and Bearer Biological Assets
moving items. allocated to income on a systematic Amendments to LKAS 16 - Property,
basis over the useful life of Plant & Equipment and LKAS
2.10.4 Retirement Benefit Obligation the related Property, Plant and 41 – Agriculture, require entity to
a) Defined Benefit Plan Equipment is more fully mentioned recognise agricultural produce
The retirement benefit plan adopted in Note 17 to the Financial growing on Bearer Plants at fair
is as required under the Payment Statements. value less cost to sell separately
of Gratuity Act No.12 of 1983 and from its bearer plants prior to
the Indian Repatriate Act No.34 of Grants related to income are harvest. After initial recognition,
1978 to eligible employees. This recognized in the Statement of changes in the fair value of such
item is grouped under Retirement comprehensive Income in the year agricultural produce growing on
Benefit Liability in the statement of which it is receivable. Unconditional Bearer Plants, recognised in profit
financial position. grants received for consumer or loss at the end of each reporting
Provision for gratuity on the biological assets are measured period.
employees of the Company is based at fair value less cost to sell are
on an actuarial valuation, using the recognized in the Statement of This change in accounting policy
Project Unit Credit (PUC) method as Comprehensive income when and was applied prospectively as it is
recommended by LKAS 19 “Employee only when such grants become not materially impact the financial
Benefits”. The actuarial valuation receivable. statements.
was carried out by a professionally
qualified firm of actuaries. Messers 2.10.6 Revenue and Income Recognition 2.11 STANDARDS ISSUED BUT NOT YET
Actuarial Management and Revenue is recorded at invoice EFFECTIVE
Consultants (Private) Limited as at 31 value net of brokerage, sale The standards and interpretations
March 2017. expenses and other levies related that are issued, but not yet effective,
However, according to the Payment to revenue. Revenue is recognised up to the date of issuance of the
of Gratuity Act No.12 of 1983, the when persuasive evidence Group's financial statements
liability for payment to an employee exists, usually in the form of are disclosed below. The Group
arises only after the completion of 5 an executed sales agreement, intends to adopt these standards,
years continued services. that the significant risks and if applicable, when they become
rewards of ownership have been effective.
The liability is not externally funded. transferred to the buyer, recovery
of the consideration is probable, SLFRS 9 – Financial Instruments
b) Defined Contribution Plans - the associated costs and possible SLFRS 9 replaces the existing
Provident Funds and Trust Fund return of goods can be estimated guidance in LKAS 39 Financial
The Company contributes 12% reliably, there is no continuing Instruments: Recognition
on consolidated salary of the management involvement with and Measurement. SLFRS 9
employees to Ceylon Planters’ the goods, and the amount of includes revised guidance on the
Provident Society (CPPS)/Estate revenue can be measured reliably. classification and measurement
If it is probable that discounts of financial instruments, a new
115
expected credit loss model for Pending the comprehensive study, SLFRS 2 Classification and
calculating impairment on financial possible impact/effects that would Measurement of Share-based
assets, and new general hedge result in initial application of these Payment Transactions —
accounting requirements. It also standards are not yet estimable. Amendments to SLFRS 2
carries forward the guidance on The CA Sri Lanka issued
recognition and derecognition of The following amendments and amendments to SLFRS 2 Share-
financial instruments from LKAS 39. improvements are not expected based Payment that address three
to have a significant impact on main areas: the effects of vesting
SLFRS 9 is effective for annual the Group’s consolidated financial conditions on the measurement of a
reporting periods beginning on or statements. cash-settled share-based payment
after 1 January 2018, with early transaction; the classification of a
adoption permitted. LKAS 7 Disclosure Initiative – share-based payment transaction
Amendments to LKAS 7 with net settlement features for
SLFRS 15 – Revenue from Contracts The amendments to LKAS 7 withholding tax obligations; and
with Customers Statement of Cash Flows are part accounting where a modification to
SLFRS 15 establishes a of the CA Sri Lanka's Disclosure the terms and conditions of a share-
comprehensive framework for Initiative and require an entity to based payment transaction changes
determining whether, how much provide disclosures that enable its classification from cash settled
and when revenue is recognised. users of financial statements to to equity settled.
It replaces existing revenue evaluate changes in liabilities
recognition guidance, including arising from financing activities, On adoption, entities are required
LKAS 18 Revenue, LKAS 11 including both changes arising to apply the amendments
Construction Contracts and IFRIC 13 from cash flows and non-cash without restating prior periods,
Customer Loyalty Programmes. changes. On initial application of but retrospective application is
the amendment, entities are not permitted if elected for all three
SLFRS 15 is effective for annual required to provide comparative amendments and other criteria are
reporting periods beginning on or information for preceding periods. met. The amendments are effective
after 1 January 2018, with early These amendments are effective for annual periods beginning on or
adoption permitted. for annual periods beginning on or after 1 January 2018, with early
after 1 January 2017, with early application permitted.
SLFRS 16 Leases application permitted.
SLFRS 16 provides a single lessee
accounting model, requiring leases LKAS 12 Recognition of Deferred
to recognise assets and liabilities Tax Assets for Unrealised Losses –
for all leases unless the lease Amendments to LKAS 12
term is 12 months or less or the The amendments clarify that an
underlying asset has a low value entity needs to consider whether
even though lessor accounting tax law restricts the sources of
remains similar to current practice. taxable profits against which it may
This supersedes: LKAS 17 Leases, make deductions on the reversal
IFRIC 4 determining whether an of that deductible temporary
arrangement contains a Lease, SIC difference. Furthermore, the
15 Operating Leases- Incentives; amendments provide guidance on
and SIC 27 Evaluating the substance how an entity should determine
of Transactions Involving the Legal future taxable profits and explain
form of a Lease. Earlier application the circumstances in which taxable
is permitted for entities that apply profit may include the recovery of
SLFRS 15 Revenue from Contracts some assets for more than their
with customers. carrying amount.
SLFRS 16 is effective for annual

reporting periods beginning on or
after 1 January 2019.

116
03. PROPERTY, PLANT & EQUIPMENT - COMPANY

3.1 GROSS CARRYING AMOUNTS
Balance Additions/ Transfers / Disposals Balance
As at Transfers Reclassification As at
01.04.2016 31.03.2017
Rs. Rs. Rs. Rs. Rs.
At Cost or Valuation
Land 827,249,052 405,890,050 - - 1,233,139,102
Building 838,337,803 93,213,029 - - 931,550,832
Lab Equipment 5,569,141 1,826,000 - - 7,395,141
Motor Vehicles 162,904,970 39,576,163 - (26,715,000) 175,766,133
Electricity Distribution 25,575,345 3,727,498 - - 29,302,843
Office Equipment 242,675,101 26,122,656 - - 268,797,757
Communication Equipment 11,889,467 95,594 - - 11,985,061
Furniture & Fittings 370,510,786 31,540,115 (2,785,277) - 399,265,624
Tools & Implements 122,194,265 9,573,554 - - 131,767,819
Other Equipment 25,444,165 18,448,612 - - 43,892,777
Factory Equipment 23,257,991 - - - 23,257,991
Construction Equipment 2,236,047 - - - 2,236,047
Plant and Machinery 1,428,789,257 80,048,767 - (1,775,614) 1,507,062,410
Household Item Light 78,830 - - - 78,830
Showroom Fixtures & Fittings 601,258,579 186,370,554 (1,136,302) - 786,492,831
Stores Buildings on Lease hold Land 3,965,135 - - - 3,965,135
4,691,935,934 896,432,592 (3,921,579) (28,490,614) 5,555,956,333
Assets on Finance Leases

Motor vehicles 13,883,000 - - - 13,883,000
13,883,000 - - - 13,883,000
4,705,818,934 896,432,592 (3,921,579) (28,490,614) 5,569,839,333
Balance Additions Transfers Disposals Balance

As at As at
01.04.2016 31.03.2017
Rs. Rs. Rs. Rs.
In the Course of Construction

Capital Work in Progress 302,607,169 762,858,228 (490,542,541) - 574,922,856
Total Gross Carrying Amount 5,008,426,103 1,659,290,820 (494,464,120) (28,490,614) 6,144,762,189
117
03. PROPERTY, PLANT & EQUIPMENT - COMPANY CONTD.

3.2 DEPRECIATION
Balance Charge Transfers Disposals/ Balance
As at for the Transfers As at
01.04.2016 Year 31.03.2017
Rs. Rs. Rs. Rs. Rs.
At Cost or valuation
Building 96,814,180 35,463,182 - - 132,277,362
Lab Equipment 5,171,300 385,811 - - 5,557,111
Motor Vehicles 116,815,639 15,403,419 - (14,215,000) 118,004,058
Electricity Distribution 7,591,157 1,067,097 - - 8,658,254
Office Equipment 175,585,869 20,256,643 - - 195,842,512
Communication Equipment 11,038,160 512,884 - - 11,551,044
Furniture & Fittings 184,070,621 65,292,129 - - 249,362,750
Tools & Implements 93,032,253 20,687,877 - - 113,720,130
Other Equipment 14,222,324 4,856,890 - - 19,079,214
Factory Equipment 23,257,991 - - - 23,257,991
Construction Equipment 2,236,047 - - - 2,236,047
Plant and Machinery 892,263,542 79,113,770 - (1,775,614) 969,601,698
Household Item Light 59,092 - - - 59,092
Showroom Fixtures & Fittings 182,213,621 41,684,274 - - 223,897,895
Stores Buildings on Lease hold Land 3,568,628 - - - 3,568,628
1,807,940,424 284,723,976 - (15,990,614) 2,076,673,786

Motor vehicles 1,250,451 2,776,600 - - 4,027,051
1,250,451 2,776,600 - - 4,027,051
Total Value of Depreciation 1,809,190,875 287,500,576 - (15,990,614) 2,080,700,837
118
3.3 NET BOOK VALUES OF PROPERTY PLANT AND EQUIPMENTS

2017 2016
Rs. Rs.
Land 1,233,139,102 827,249,052
Building 799,273,470 741,523,623
Lab Equipment 1,838,030 397,840
Motor Vehicles 57,762,075 46,089,330
Electricity Distribution 20,644,589 17,984,187
Office Equipment 72,955,245 67,089,232
Communication Equipment 434,017 851,308
Furniture & Fittings 149,902,874 186,440,165
Tools & Implements 18,047,689 29,162,012
Other Equipment 24,813,563 11,221,841
Plant and Machinery 537,460,712 536,525,715
Household Item Light 19,738 19,738
Showroom Fixtures & Fittings 562,594,936 419,044,958
Stores Buildings on Lease hold Land 396,507 396,507
3,479,282,547 2,883,995,510

Motor Vehicles 9,855,949 12,632,549
3,489,138,496 2,896,628,059
In the Course of Construction 574,922,856 302,607,170
4,064,061,352 3,199,235,229
3.4 During the Period, the company acquired Property, Plant & Equipment for cash to the aggregate value of Rs.1,164,266,686/-
(2016-Rs.430,688,300/-)
3.5 Property, Plant and Equipment includes fully depreciated assets having a gross carrying amount of Rs.1,194,544,103/-
(2016-Rs. 1,094,436,620/) which are still in use.
119
03. PROPERTY, PLANT & EQUIPMENT - GROUP CONTD.

3.6 GROSS CARRYING AMOUNTS
Balance Additions / Effect of
As at Transfers Exchange
01.04.2016 Rates
Rs. Rs. Rs.
At cost or valuation
Freehold and Clay Mining Land 4,642,248,915 678,112,124 -
Buildings 4,764,871,524 396,074,987 -
Water Supply Scheme 383,818,893 9,134,607 -
Lab Equipment 21,727,523 1,826,000 -
Motor Vehicles 356,933,303 51,870,593 713,178
Electricity Distribution 30,086,845 3,727,498 -
Office Equipment 310,359,417 32,815,630 576,319
Communication Equipment 476,869,973 46,004,754
Furniture and Fittings 508,946,411 44,788,209 171,527
Tools & Implements 738,147,518 76,462,147 12,868
Sundry Equipment 1,205,058 406,770 -
Other Equipment 41,667,831 19,019,250 -
Factory Equipment 23,257,991 - -
Moulds 128,844,318 507,125 -
Construction Equipment 24,117,673 818,661 -
Plant and Machinery 11,066,574,845 1,341,252,749 -
Household Item - Light 209,490 - -
Showroom Fixtures & Fittings 669,451,162 189,294,054 -
Stores Buildings on Lease hold Land 370,140,033 100,807,549 7,379,049
24,559,478,723 2,992,992,707 8,852,941

Plant & Machinery 17,810,680 2,374,000 -
Leasehold Land 14,600,000 - -
Motor Vehicles 33,795,457 - -
Transport & Communication Equipment 59,164,000 4,530,000 -
125,370,137 6,904,000 -
24,684,848,860 2,999,826,707 8,852,941
Balance Additions / Effect of

As at Transfers Exchange
01.04.2016 Rates
Rs. Rs. Rs.
In the Course of Construction

Capital Work in Progress 647,788,571 2,934,831,240 1,016,217
Total Gross Carrying Amount 25,332,637,431 5,934,657,947 9,869,158
120
Acquisition Increase / Reclassification / Assets held Balance

of a subsidiary (Decrease) in Disposals/ for Sale As at
Revaluation Transfers 31.03.2017
Rs. Rs. Rs. Rs. Rs.
- 334,346,223 61,071,027 (6,487,600) 5,709,290,689

26,544,000 - - (75,171,299) 5,112,319,212
- - (53,000) - 392,900,500
- - (1,147,135) (4,028,787) 18,377,601
- - (20,874,731) (3,707,146) 384,935,197
- - - - 33,814,343
- - - (3,686,062) 340,065,304
- - 1,196,100 (71,119) 523,999,708
- - (2,826,452) (4,118,973) 546,960,722
- - (20,040,000) (4,574,811) 790,007,722
- - - - 1,611,828
- - - (934,985) 59,752,096
- - - - 23,257,991
- - - - 129,351,443
- - - - 24,936,334
- - (115,616,356) (62,808,971) 12,229,402,267
- - - (130,660) 78,830
- - (1,136,302) (7,678,573) 849,930,341
- - - - 478,326,630
26,544,000 334,346,223 (99,426,848) (173,398,986) 27,649,318,758
- - - - 20,184,680
- - - - 14,600,000
- - - (13,312,457) 20,483,000
- - (5,134,000) - 58,560,000
- (5,134,000) (13,312,457) 113,827,680
26,544,000 334,346,223 (104,560,848) (186,711,443) 27,763,146,438
Acquisition Increase / Reclassification / Assets held Balance

of a subsidiary (Decrease) in Disposals/ for Sale As at
Revaluation Transfers 31.03.2017
Rs. Rs. Rs. Rs. Rs.
- - (2,146,415,306) - 1,437,220,722
26,544,000 334,346,223 (2,250,976,154) (186,711,443) 29,200,367,160
121

3.7 DEPRECIATION

Balance Charge Effect of
As at for the Exchange
01.04.2016 Year Rate
Rs. Rs. Rs.
Clay Mining Land - 1,361,000 -
Building 338,500,029 152,415,110 -
Water Supply Scheme 243,864,757 21,930,000 -
Lab Equipment 19,378,488 1,135,415 -
Motor Vehicles 244,343,997 42,332,222 193,555
Electricity Distribution 9,546,141 1,292,672 -
Office Equipment 219,847,153 28,015,204 298,298
Communication Equipment 321,620,798 44,512,498 -
Furniture & Fittings 314,412,344 70,298,822 26,829
Tools & Implements 536,890,229 87,678,349 8,150
Sundry Equipment 1,023,656 11,106 -
Other Equipment 23,882,417 6,083,060 -
Factory Equipment 23,257,991 - -
Moulds 96,527,194 10,451,576 -
Construction Equipment 21,757,846 1,341,519 -
Plant and Machinery 5,865,219,678 672,421,165 -
Household Item - Light 154,855 13,066 -
Showroom Fixtures & Fittings 212,474,051 48,091,967 -
Stores Buildings on Lease hold Land 42,584,410 26,167,571 648,684
8,535,286,034 1,215,552,322 1,175,516

Plant & Machinery 5,781,169 2,293,000 -
Leasehold Land 1,461,000 487,000 -
Motor Vehicles 12,625,667 5,427,846 -
Transport & Communication Equipment 46,378,000 348,000 -
66,245,836 8,555,846 -
Total Value of Depreciation 8,601,531,870 1,224,108,168 1,175,516
122
Acquisition Transfers to Disposals/ Assets held Balance

of a subsidiary revaluation Transfers for Sale As at
Reserve 31.03.2017
Rs. Rs. Rs. Rs. Rs.
- - - - 1,361,000
- - - (11,867,648) 479,047,491
- - (3,000) - 265,791,757
- - (757,868) (3,335,758) 16,420,277
- - (19,026,865) (3,684,120) 264,158,789
- - - - 10,838,813
- - - (1,958,735) 246,201,919
- - (1,763,900) (50,626) 364,318,770
- - (26,764) (2,800,258) 381,910,972
- - (8,852,000) (3,964,873) 611,759,856
- - - - 1,034,762
- - - (834,312) 29,131,165
- - - - 23,257,991
- - - - 106,978,770
- - - - 23,099,365
- - (90,405,711) (27,014,881) 6,420,220,251
- - - (108,829) 59,092
- - - (1,391,683) 259,174,335
- - - - 69,400,665
- - (120,836,108) (57,011,723) 9,574,166,041
- - - - 8,074,169
- - - - 1,948,000
- - - (11,166,464) 6,887,049
- - (5,134,000) - 41,592,000
- - (5,134,000) (11,166,464) 58,501,218
- - (125,970,108) (68,178,187) 9,632,667,259
123

3.8 NET BOOK VALUES OF PROPERTY PLANT AND EQUIPMENTS
2017 2016
Rs. Rs.
Freehold and Clay Mining Land 5,707,929,689 4,642,248,915
Building 4,633,271,721 4,426,371,495
Water Supply Scheme 127,108,743 139,954,136
Lab Equipment 1,957,324 2,349,035
Motor Vehicles 120,776,408 112,589,307
Electricity Distribution 22,975,531 20,540,704
Office Equipment 93,863,384 90,512,264
Communication Equipment 159,680,938 155,249,175
Furniture and Fittings 165,049,749 194,534,067
Tools and Implements 178,247,867 201,257,289
Sundry Equipment 577,065 181,403
Other Equipment 30,620,930 17,785,414
Mould 22,372,673 32,317,124
Construction Equipment 1,836,969 2,359,827
Plant and Machinery 5,809,182,017 5,201,355,168
Household Item - Light 19,738 54,635
Showroom Fixtures and Fittings 590,756,006 456,977,111
Stores Buildings on Leasehold Land 408,925,966 327,555,622
18,075,152,717 16,024,192,690

Plant & Machinery 12,110,511 12,029,511
Leasehold Land 12,652,000 13,139,000
Motor Vehicles 13,595,951 21,169,790
Transport & Communication Equipment 16,968,000 12,786,000
55,326,462 59,124,301
In the Course of Construction 1,437,220,722 647,788,571
19,567,699,901 16,731,105,562
124
3.9 NET BOOK VALUE OF ASSETS

2017 2016
Rs. Rs.
Property, Plant and Equipment (Note 3.8) 19,567,699,901 16,731,105,562

Leasehold right to bare land of JEDB/SLSPC Estates (Note 3.12) 109,120,000 112,987,000
Immovable JEDB/SLSPC estate assets on finance leases (other than right to
bare land) (Note 3.13) 54,820,000 64,001,000
Bearer Biological Assets (Note 3.14) 2,085,018,000 1,960,187,000
Total 21,816,657,901 18,868,280,562
3.10 During the Period, the group acquired Property, Plant & Equipment for cash to the aggregate value of Rs. 4,004,303,948/- (2016-
Rs.1,859,401,119/-)
3.11 Property, Plant and Equipment includes fully depreciated assets having a gross carrying amount of Rs. 3,851,663,195/- (2016 Rs.
2,956,697,070/-) which are still in use.
3.12 LEASEHOLD RIGHT TO BARE LAND OF JEDB/SLSPC ESTATES

2017 2016
Rs. Rs.
Capitalised value
As at 22.06.1992 204,931,000 204,931,000
Amortisation
At the beginning of the year 91,944,000 88,078,000
Charge for the year 3,867,000 3,866,000
At the end of the year 95,811,000 91,944,000
Carrying Amount
The leasehold rights to the bare land on all estates (except for Dumbara Estate which is under an operating lease) have been
taken into the books of Horana Plantations PLC.(HPPLC), as at 22nd June 1992, immediately after formation of HPPLC, in terms
of the opinion obtained from the Urgent Issue Task Force (UITF) of the Institute of Chartered Accountants of Sri Lanka. For
this purpose lands have been revalued at Rs.204.931 Mn. being the value established for these lands by Valuation Specialist,
D.R.Wickremasinghe just prior to the formation of HPPLC. However Institute of Chartered Accountants of Sri Lanka has withdrawn
the UITF ruling with the implementation of LKAS/SLFRs and introduced Statement of Alternative Treatment (SoAT) on right to
use land. As per the SoAT right to use land does not permit further revaluation.

125

3.13 IMMOVABLE JEDB/SLSPC ESTATE ASSETS ON FINANCE LEASES (OTHER THAN RIGHT TO BARE LAND)
Immature Mature Permanent Buildings Plant & Total Total

Plantations Plantations Land Machinery 2017 2016
(Bearer (Bearer Development
Biological Biological Cost
Assets ) Assets )
Rs. Rs. Rs. Rs. Rs. Rs. Rs.
Capitalised Value
As at 22.06.1992 145,993,000 68,817,000 4,014,000 47,173,000 6,818,000 272,815,000 272,815,000
Transfer to mature (145,993,000) 145,993,000

At the end of the year - 214,810,000 4,014,000 47,173,000 6,818,000 272,815,000 272,815,000
Amortisation
At the beginning of the year - 153,964,000 3,162,000 44,870,000 6,818,000 208,814,000 199,655,000
Amortization during the year - 7,160,000 134,000 1,887,000 - 9,181,000 9,159,000
At the end of the year - 161,124,000 3,296,000 46,757,000 6,818,000 217,995,000 208,814,000
Written Down Value

As at 31.03.16 - 60,846,000 852,000 2,303,000 - 64,001,000
As at 31.03.17 - 53,686,000 718,000 416,000 - 54,820,000

In terms of the opinion obtained from the UITF all immovable estate property, plant and equipment under finance leases have been
taken into the books of HPPLC retrospective to 22nd June 1992. For this purpose all estate immovable have been revalued at their
book values as they appear in the books of the lessor (JEDB/SLSPC), as the case may be on the day immediately preceding the date
of formation of Horana Plantation PLC.

Investments in Bearer Biological assets which were immature, at the time of handing over to the Company by way of estate lease,
are shown under Bearer Biological assets - immature (Revalued as at 22.06.1992). Further investments in such a bearer biological
assets (Immature to bring them to maturity are shown under " Note 3.14 Bearer Biological assets (Immature Plantation). When
these plantations become mature the additional investment to bring them to maturity will be moved from the Note 3.14 - Bearer
Biological assets (Immature plantations) to Note 3.14 - Bearer Biological assets (Mature Plantations) shown under Note 3.14 and
corresponding move from bearer biological assets (Immature) to bearer biological assets (Mature) will be made in the above
category, namely cost incurred before take over.
126
3.14 BEARER BIOLOGICAL ASSETS
Tea Rubber Oil Palm Diversified Total Total

2017 2016
Rs Rs Rs Rs Rs Rs
Immature Plantations
Cost :
At the beginning of the year 155,101,000 476,222,000 51,825,000 34,135,000 717,283,000 767,755,000
Additions 52,944,000 87,057,000 26,797,000 27,910,000 194,708,000 187,979,000
Transfers to Mature (60,605,000) (187,649,000) (19,822,000) (6,008,000) (274,084,000) (238,451,000)
Transferred to Income Statement (743,000) - - - (743,000) -
At the end of the year 146,697,000 375,630,000 58,800,000 56,037,000 637,164,000 717,283,000
-
Mature Plantations
Cost :
At the beginning of the year 637,393,000 945,496,000 30,397,000 25,218,000 1,638,504,000 1,400,053,000
Transfers from Immature 60,605,000 187,649,000 19,822,000 6,008,000 274,084,000 238,451,000
At the end of the year 697,998,000 1,133,145,000 50,219,000 31,226,000 1,912,588,000 1,638,504,000
Accumulated Amortization
At the beginning of the year 123,544,000 264,890,000 - 7,166,000 395,600,000 337,199,000
Charge for the year 19,122,000 47,275,000 1,520,000 1,217,000 69,134,000 58,401,000
At the end of the year 142,666,000 312,165,000 1,520,000 8,383,000 464,734,000 395,600,000
Written Down Value 555,332,000 820,980,000 48,699,000 22,843,000 1,447,854,000 1,242,904,000
Total Bearer Biological Assets 702,029,000 1,196,610,000 107,499,000 78,880,000 2,085,018,000 1,960,187,000

These are investments in immature/mature plantations since the formation of HPPLC. The assets (including plantations) taken
over by way of estate leases are set out in Note 3.12 and 3.13 Further investments in the immature plantations taken over by way
of these lease are also shown in the above. When such plantations become mature, the additional investments since taken over
to bring them to maturity have been (or will be ) moved from immature to mature under this category as and when field become
mature.
127

3.15 CONSUMABLE BIOLOGICAL ASSETS
2017 2016
Rs. Rs.
Immature Plantations
Cost :
Additions during the year 14,640,000 5,852,000
Transfers to Mature Plantations - (4,589,000)
Mature Plantations
Cost :
Increase due to new plantations - 4,589,000
Change in Fair Value less costs to sell 79,761,000 40,768,000
Total Consumable Biological Assets 490,534,000 396,133,000
3.16
BASIS OF VALUATION
Under LKAS 41 the company has valued its managed plantations at fair value less cost to sell, Managed timber plantations as at
31st March 2017 comprised approximately 304.52 hectares.
Managed trees which are less than three years old are considered to be immature consumable biological assets, amounting
Rs.39.339 Mn as at 31st March 2017. The cost of immature trees is treated as approximate fair value, particularly on the ground
that little biological transformation has taken place and the impact of the biological transformation on price is not material. When
such plantation become mature, the additional investments since taken over to bring them to maturity are transferred from
immature to mature.
The mature consumable biological assets were valued by Chartered Valuers Mr.Ariyatillake for 2016/17 using Discounted Cash
Flow (DFC) method . In ascertaining the fair value of timber, physical verification was carried covering all the estates.
Key assumptions used in valuation are;

The prices adopted are net of expenditure
Discounted rates used by the Valuer are within the range of 13% - 15%.
The valuation, as presented in the external valuation model based on the net present value, takes into accounts the long-term
exploitation of the timber plantation. Because of the inherent uncertainty associated with the valuation at fair value of the biological
assets due to the volatility of the variables, their carrying value may differ from their realisation value. The Board of Directors
retains their view that commodity markets are inherently volatile and their long-term price projection are highly unpredictable.
Hence, the sensitivity analysis regarding the selling price and discount rate variation as included in this note allows every investor
to reasonably challenge the financial impact of the assumptions used in the valuation against his own assumptions.
128
The biological assets of the Company are mainly cultivated in leased lands. When measuring the fair value of the biological assets
it was assumed that these concession can and will be renewed at normal circumstances. Timber content expects to be realised in
future and is included in the calculation of the fair value that takes into account the age of the timber plants and not the expiration
date of the lease.
REGULATORY AND ENVIRONMENTAL RISKS

The Company is subject to laws and regulations in Sri Lanka. The Company has established environmental policies and procedures
aimed at compliance with local environmental and other laws. Management performs regular reviews to identify environmental
risks and to ensure that the systems in place are adequate to manage those risks.
SUPPLY AND DEMAND RISKS

The Company is exposed to risks arising from fluctuations in the price and sales volume of timber. When possible the Company
manages this risk by aligning its harvest volume to market supply and demand. Management performs regular industry trend
analyses to ensure that the Company’s pricing structure is in line with the market and to ensure that projected harvest volumes are
consistent with the expected demand.
CLIMATE AND OTHER RISKS

The Company’s timber plantations are exposed to the risk of damage from climatic changes, diseases, forest fires and other
natural forces. The Company has extensive processes in place aimed at monitoring and mitigating those risks, including regular
forest health inspections and industry pest and disease surveys.
SENSITIVITY ANALYSIS
Sensitivity Variation on Sales Price
Net Present Value of the Biological Assets as appearing in the Statement of Financial Position are very sensitive to changes in
the average sales price applied. Simulations made for timber show that an increase or decrease by 10% of the estimated future
selling price has the following effect on the Net Present Value of the Biological assets.
-10% 10%
Managed Timber 2017 Rs. 406.076Mn Rs. 451.196 Mn Rs. 496.315 Mn

Managed Timber 2016 Rs. 284.22Mn Rs. 371.43 Mn Rs. 458.64 Mn

SENSITIVITY VARIATION ON DISCOUNT RATE
Net Present Value of the Biological Assets as appearing in the Statement of Financial Position are very sensitive to changes in the
discount rate applied. Simulations made for timber show that an increase or decrease by 1% of the estimated future discount rate
has the following effect on the Net Present Value of the Biological assets.
-1% 1%
Managed Timber 2017 Rs. 465.507 Mn Rs. 451.196 Mn Rs. 437.774 Mn

Managed Timber 2016 Rs. 391.41 Mn Rs. 371.43 Mn Rs. 363.65 Mn

Borrowing costs amounting to Rs.60.013 Mn (Rs.46.886 Mn in 2015/16) directly relating to investment in Biological Assets
(Immature Plantations) have been capitalised during the period, at an average borrowing rate of 11.92% (7.50% in 2015/16).
129

3.17 The following properties are revalued and recorded under freehold land & clay mining land. Fair Value measurement disclosure
for revalued land based on un-observable input as follows.
(A) Quoted Price (unadjusted) in active markets for identical assets or liabilities (Level -1).
(B) Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly
(that is, as prices) or indirectly (that is derived from prices) (Level - 2)
(C) Input for the asset or liability that are not based on observable market data (that is, unobservable inputs) (Level -3).
No Company Location Extent Valuer
1 Royal Ceramics Lanka PLC Factory at Ehaliyagoda A49-R1-P29.45 Mr. A.A.M. Fathihu
Showroom and Cutting Centre Land at A1-R1-P30.72 Mr. A.A.M. Fathihu
Kottawa
Land at Meegoda Warehouse A2-R2-P24 Mr. A.A.M. Fathihu
Land at Nawala for Nawala New P24.96 Mr. A.A.M. Fathihu
Showroom
Land at Nattandiya A10 Mr. A.A.M. Fathihu
Land at Kaluthara A04-R3-P8.16 Mr. A.A.M. Fathihu
2 Royal Porcelain (Pvt) Ltd Factory Land at Horana A13-R3-P27.07 Mr. A.A.M. Fathihu
3 Rocell Bathware Ltd Factory land at Homagama A1-R2-P19.60 Mr. A.A.M. Fathihu
Land at Meegoda Warehouse R3 Mr. A.A.M. Fathihu
4 Ever paint And Chemical Factory land at Hanwella A1-R3-P22.75 Mr. A.A.M. Fathihu
Industries (Pvt) Ltd
5 Lanka Walltiles PLC No. 215, Nawala Road, Narahenpita, A1-R1-P2.1 Mr. Ranjan J Samarakone
Colombo 05
Building 35,990 Square feet Mr. Ranjan J Samarakone
Plan No 2205 Situated at Mawathgama A23-R1-P24.16 Mr. Ranjan J Samarakone
and Galagedara Village
Building 279,361 Square feet Mr. Ranjan J Samarakone
6 Lanka Tiles PLC Land at Ranala 36A-03R-07.35P Mr. Ranjan J Samarakone
Land at Biyagama 2A-00R-15.93P Mr. Ranjan J Samarakone
Marawila Silica Land A13-R0-P02 Mr. Ranjan J Samarakone
Ball Clay Land at Kalutara A5-R01-P0.83 Mr. Ranjan J Samarakone
Factory Building at Ranala 34,722 sqmt Mr. Ranjan J Samarakone
Storse at Biyagama 4,429 sqmt Mr. Ranjan J Samarakone
7 Uni Dil Packing Ltd. Land at Narampola road, Moragala, A9-R0-P17.8 Mr. D.G.Newton
Deketana
Building and land improvement at 25,551 sq.ft Mr. D.G.Newton
Narampola road, Moragala, Deketana
8 Uni Dil Packaging Solutions Land at Narampola road, Moragala, A2-R2-P35 Mr. D.G.Newton
Ltd. Deketana
(Previously known as Uni Dil Building at Narampola road, Moragala, 25,551 sq.ft Mr. D.G.Newton
Paper Sacks (Pvt) Ltd ) Deketana
130
Valuation Date Valuation Details Significant unobservable input : price per Fair Value
perch/ acre/range measurement
using Significant
unobservable inputs
(Level 3) Rs. Mn
30-Apr-12 Market based evidence Rs. 31,534/- per perch 247.150 Mn


30-Apr-12 Market based evidence Rs. 3,491,586/- per perch 87.150 Mn
30-Apr-12 Market based evidence Rs. 12,500/- per perch 20 Mn

31-Mar-12 Market based evidence Rs. 40,000/- per perch 89.088 Mn
31-Mar-12 Market based evidence Rs. 24,689/- per perch 6.487 Mn
31 March 2016 Market based evidence Rs. 4,000,000/- per perch 808.4 Mn
31 March 2016 Contractor's basis method valuation Rs.1,000/-to Rs 3,500/- per square feet 87.151 Mn
31 March 2016 Market based evidence Rs. 150,000/- per perch 561.624 Mn
31 March 2016 Contractor's basis method valuation Rs.2,000/-to Rs 4,000/- per square feet 716.769Mn
31 March 2016 Market based evidence Rs. 40,000/-to Rs. 175,000/- per perch 557.357Mn
31 March 2016 Market based evidence Rs. 850,000/- per perch 285.541Mn
31 March 2016 Market based evidence Rs. 17,187/- per perch 35.78Mn
31 March 2016 Market based evidence Rs. 62.50 per perch 0.052Mn
31 March 2016 Contractor's basis method valuation Rs.7,065 to Rs.40,760 per sqmt 765.399Mn
31 March 2016 Contractor's basis method valuation Rs.8,152 to Rs.40,760 per sqmt 157.185Mn
31 March 2016 Market based evidence Rs.70,000/- per perch 102.046 Mn
31 March 2016 Depreciated Replacement cost Rs.650/- to Rs. 2,000/- per sq.ft 179.254 Mn
31 March 2016 Depreciated Replacement cost Rs.1,750/- to Rs. 2,500/- per sq.ft 46.4 mn
131

3.17 CONTD.
No Company Location Extent Valuer
9 Swisstek (Ceylon) PLC Factory Complex, Belummahara, 980 Perches Mr.K.T.D.Tissera

Imbulgoda-Land
No:334/5, Colombo Road, Belummahara, 20 Perches Mr.K.T.D.Tissera
Imbulgoda-Land
Factory Complex, Belummahara, 54,647 sq.ft Mr.K.T.D.Tissera
Imbulgoda-Building
No:334/5, Colombo Road, Belummahara, 1,384 sq.ft Mr.K.T.D.Tissera
Imbulgoda-Building
Imbulgoda-Tile Stores
Imbulgoda-Sales center
Imbulgoda-Open Shed
Imbulgoda-Warehouse
10 Swisstek Aluminium Ltd. Land at Pahala Dompe, Dompe A08-R02-P20 Mr. T. J. Tissera
Building at Pahala Dompe, Dompe Mr. T. J. Tissera
11 Lanka Ceramic PLC Mining Land at Owala 25A-2R-15P Mr.P.B.Kalugalagedera
Land situated at Owala 1A-1R-02.0P Mr.P.B.Kalugalagedera
Factory building & office building at 7038 Sq.ft Mr.P.B.Kalugalagedera
Owala mine
Mining Land at Meetiyagoda 35A-10R-4.33P Mr.P.B.Kalugalagedera
Mining Land at Dediyawala 50A-0R-05.48P Mr.P.B.Kalugalagedera
Land situated at Meetiyagoda 7A-2R-28P Mr.P.B.Kalugalagedera
Factory building & office building at 39,512sq.ft Mr.P.B.Kalugalagedera
Meetiyagoda mine
12 LWL Development Limited Agalagedara Village, Divulapitiya, A48-R03-P17.9 Mr. Ranjan J Samarakone
Gampha
Waradala Village,Divulapitiya,Gampha A4-R01-P15.9 Mr. Ranjan J Samarakone
13 Beyond Paradise Collection Agalagedara Village, Divulapitiya, A48-R03-P17.9 Mr. Ranjan J Samarakone
Limited Gampha
House 981.Sq.ft Mr. Ranjan J Samarakone
14 Rocell Ceramics Ltd * Kiriwattuduwa Estate,Moonamale Watta 33A - 2R - 26.0P. A.A.M.Fathihu
Road,Kiriwattuduwa,Homagama

* The Government has issued the Section 2 Notice to acquire "Kriwattuduwa Estate alias Kathanis Estate" in Kiriwaththduwa
(Deed No 469) for a government project. However, the government decision has been challenged and filed
a Fundamental Right Application in the Supreme Court, Colombo under the case number 100/2017.
Significant increases (decreses) in estimated price per perch in isolation would result in a significantly higher (lower) fair value.
132
Valuation Date Valuation Details Significant unobservable input : price per Fair Value
perch/ acre/range measurement
using Significant
unobservable inputs
(Level 3) Rs. Mn
31 March 2016 Market based evidence Rs. 612,245/- per perch 600 Mn
31 March 2016 Depreciated replacement cost Rs.Nil to Rs. 2,500/- per sq.ft 75 Mn
31 March 2016 Depreciated replacement cost Rs. 217/- per sq.ft 0.3 Mn
31 March 2016 Investment method "Rent at Rs.30/- per sq.ft p.m" 63.351Mn
30 March 2016 Market based evidence Rs. Nil- to Rs. 150,000/- per perch 180 Mn
30 March 2016 Contractors Method of working Rs. 1,000/- to Rs. 3,000/- per sq.ft 204.397 Mn
31 March 2016 Market based evidence Rs. 100,000/- to Rs. 250,000/- per acre 4.809 Mn
31 March 2016 Market based evidence Rs. 400,000/- per acre 0.5 Mn
31 March 2016 Depreciated cost method Rs. Nil to Rs. 1,000/- per sq.ft 5.157 Mn
31 March 2016 Market based evidence Rs. 300,000/- to Rs. 1,000,000/- per acre 17.051 Mn
31 March 2016 Market based evidence Rs. 200,000/- per acre 10.007 Mn
31 March 2016 Market based evidence Rs. 750,000/- to Rs. 1,750,000/- per acre 12.931Mn
31 March 2016 Depreciated cost method Rs. 100/- to Rs. 500/- per sq.ft 13.557Mn
31 March 2017 Market based evidence Rs. 4,500,000/- per Acre 219.88Mn
31 March 2017 Market based evidence Rs.2,500,000/- per Acre 11Mn

31 March 2017 Market based evidence Rs. 4,500,000/- per Acre 223.8Mn
31 March 2017 Market based evidence Rs.4,000/- per sq.ft 3.924Mn

22-Feb-17 Market based evidence Rs.12,000,000/- per Acre 403.92Mn
133
3.18 THE USEFUL LIVES OF THE ASSETS ARE ESTIMATED AS FOLLOWS ;
2017 2016
Years Years
Non plantation assets

Units of Units of
Clay mining Land production basis production basis
Buildings on free hold land and roadway 25,40 & 50 25,40 & 50
Plant and machinery 5-20 5-20
Water supply and electricity distribution scheme 5-25 5-25
Tools, implements and furniture and fittings 2,4,5 & 10 2,4,5 & 10
Transport and communication equipment 4 to 12 4 to 12
Plantation assets
The leasehold rights to JEDB/ SLSPC are amortised in equal amounts over the following years
( Lower of lease period and economic life)
Bare land 53 53
Mature plantations 30 30
Permanent land development costs 30 30
Buildings 25 25
Plant and machinery 15 15
Mature Plantation (re-planting and new planting)

Mature plantations (Tea) 33 1/3 33 1/3
Mature plantations (Rubber) 20 20
Mature plantations (Coconut) 50 50
Mature plantations (Cinnamon) 15 15
Mature plantations (Coffee and pepper) 4 4
Mature plantations (Pineapple) 3 3
Mature plantations (oil palm) 20 20
No depreciation is provided for immature plantations.

Permanent Land Development Cost 40 40
134
3.19 The carrying amount of revalued assets of the Company would have been included in the Financial Statement had the assets been
carried at cost less depreciation as follows;
Company
Cost Accumulated Net Carrying Net Carrying
Depreciation Amount Amount
2017 2017 2017 2016
Freehold Land 254,830,730 - 254,830,730 254,830,730

Freehold Building 199,986,603 116,681,562 83,305,041 91,304,505
454,817,333 116,681,562 338,135,771 346,135,235

Group
Cost Accumulated Net Carrying Net Carrying
Depreciation Amount Amount
2017 2017 2017 2016
Freehold and Clay Mining Land 2,316,769,138 2,798,000 2,313,971,138 1,554,973,552

Freehold Building 3,015,194,874 712,738,433 2,302,456,441 2,100,050,402
Lease Property 25,531,420 25,531,420 - -
5,357,495,432 741,067,853 4,616,427,579 3,655,023,954
3.20 LEASEHOLD RIGHT OVER MINING LAND

Group
2017 2016
Rs. Rs.
Cost
Additions 8,000,000 8,080,000
Disposals - -
Accumulated Amortization
Charge for the year - 511,500
Disposals - -
Written Down Value 16,080,000 8,080,000
During the financial year Lanka Ceramic PLC entered into a lease agreement for the lease of a portion of Lot 1 of
Katuwangodaovita, Lot 2 of Katuwangoda Paula Wela, Badawelayayaovita and Lot A of Badawelayaye Kumbura depicted in Plan
No.3014 for a period of five (05) years, commencing from the 28th April 2016 for a total lease rental of Rs. 8.00 Mn.

135
04. INVESTMENT PROPERTY

Group
2017 2016
Restated
Rs. Rs.

Depreciation of Investment Property (690,000) (690,000)
LANKA CERAMICS PLC

As at 31 March 2017, the investment property includes land and building at No 696,696 1/1,696 2/1,696 3/1,696 4/1, Kolupitiya
Road, Colombo 03 ( 1R - 1,12 P). The fair value of freehold land and buildings were determined by Mr.B.L.Ariyathilake an
independent professionally qualified valuer in reference to market based evidence ( valuation report dated 21 May 2012 -
Rs. 240,094/-) at the time of transferring the property from property plant and equipment to investment property.
4.1
FAIR VALUE OF INVESTMENT PROPERTY
The fair value of freehold land and buildings were determined by P.B Kalugalagedara and Associates an independent
professionally qualified valuer (Valuation report dated 31 March 2017). The basis of valuation is the Direct Capital Comparison
Method using the depreciated value of buildings and Current Open Market Value of land.

Company/Group Company/Group
Fair Value measurement using Fair Value measurement using
Significant unobservable Significant unobservable
Investment Property inputs (Level 3) inputs (Level 3)
2017 2016
Rs. Rs.
Date of valuation 31 March 2017 31 March 2016

Land 617,000,000 452,250,000
Building 89,000,000 75,000,000
Significant unobservable input :

Price per perch 15,000,000 11,000,000
Price per square feet Rs. 2,000/- -Rs. 4,000/- Rs. 2,000/- -Rs. 3,250/

Significant increases (decrease) in estimated price per perch/ price per square feet in isolation would result in a significantly higher
(lower) fair value.
4.2 Rental Income earned from Investment Property by the Group amounted Rs. 36. 75 Mn. (2016 - Rs. 36.37 Mn). Direct operating
expenses incurred by the Group amounted to Rs. 1.86 Mn.(2016 - Rs. 2.0 Mn.).
4.3 Rental income receivable under the operating lease agreement of investment property as follows.
Less than 1 year Between 1 year and 5 years Over 5 year
Rs '000 Rs '000 rs '000
2016 -17 36,750 147,000 73,500

2015 - 16 36,750 147,000 110,250

136
05. INVESTMENTS IN SUBSIDIARIES

Holding
Country of Cost Cost
2017 2016 incorporation 2017 2016
% % Rs. Rs.
Quoted & Non-Quoted

Non-Quoted
Royal Ceramics Distributors (Pvt) Limited 100% 100% Sri Lanka 500,000 500,000
Royal Porcelain (Pvt) Limited 100% 100% Sri Lanka 500,000,000 500,000,000
Rocell Bathware Limited 100% 100% Sri Lanka 929,999,930 929,999,930
Ever Paint and Chemical Industries (Pvt) Ltd 100% 100% Sri Lanka 270,400,000 270,400,000
Rocell Ceramics Limited 100% 100% Sri Lanka 200,287,700 198,132,251
Rocell (Pty) Ltd 100% 100% Australia 173,225,687 173,225,687
Nilano Garments (Pvt) Ltd 100% 100% Sri Lanka 60,000,000 -
Quoted
Lanka Ceramics PLC 80.3% 76.93% Sri Lanka 3,007,798,813 2,875,557,285
Lanka Tiles PLC 2.62% 2.62% Sri Lanka 125,032,515 125,032,515
Lanka Walltile PLC 1.06% 1.06% Sri Lanka 33,932,044 33,932,044
Swisstek Ceylon PLC 6.88% - Sri Lanka 127,065,816 -
Total Quoted & Non-Quoted Investments in
Subsidiaries 5,428,242,505 5,106,779,712
Total Gross Carrying Value of Investments 5,428,242,505 5,106,779,712
Impairment made (270,900,000) (223,500,000)
Total Net Carrying Value of Investments 5,157,342,505 4,883,279,712
As at 31 March 2017 Market value holding of Lanka Ceramic PLC,Lanka Floor tile PLC,Lanka Wall Tile PLC & Swisstek Ceylon PLC
are Rs. 2,770,359,890/-, Rs. 141,625,062/-, Rs.53,955,810/- and Rs.123,499,413/- respectively.
The Company performed its annual impairment test considering the internal and external factors of impairment in March 2017. In
view of the negative net asset position resulting from the continuing losses and with the classification as a discontinued operation,
the Company has made a full provision for impairment of the investment in Ever Paint and Chemical Industries (Pvt) Ltd.
137
6. INVESTMENTS IN ASSOCIATES
6.1 COMPANY

Holding Percentage Cost Cost
2017 2016 2017 2016
Rs. Rs.
Quoted Investments
L. B. Finance PLC 26.08% 26.08% 2,499,577,145 2,499,577,145
Non-quoted Investments
Delmege Limited (Formerly know as Lewis Brown &
Company Limited) 21.00% 21.00% 663,360,345 663,360,345
3,162,937,490 3,162,937,490
6.2 GROUP
Holding Carrying Value Carrying Value

2017 2016 2017 2016
Rs. Rs.
Quoted Investments
L. B. Finance PLC 26.08% 26.08% 4,879,157,641 4,300,856,069
Non-quoted Investments
Delmege Limited (Formerly know as Lewis Brown &
Company Limited) 21.00% 21.00% 970,067,329 566,195,455
5,849,224,970 4,867,051,524
Market value of LB Finance PLC as at 31 March 2017 is Rs 4,276,990,669 (2016-Rs 3,792,939,360/-).
6.3 MOVEMENT IN INVESTMENTS IN ASSOCIATES
Movement in Investments in L. B. Finance PLC Delmege Limited Total

Associates 2017 2016 2017 2016 2017 2016
Rs Rs Rs Rs Rs Rs
As at the beginning of the year 4,300,856,069 3,617,167,128 566,195,455 605,449,161 4,867,051,524 4,222,616,289
Super Gain Tax Paid - (126,287,337) - (1,740,945) - (128,028,282)
Share of results of associates 1,021,867,684 969,600,379 19,885,733 (37,570,451) 1,041,753,417 932,029,928
Dividends (438,897,269) (162,554,544) - - (438,897,269) (162,554,544)
Share of Other Comprehensive
Income (4,668,843) 2,930,443 383,986,141 57,690 379,317,298 2,988,133
At the end of the year 4,879,157,641 4,300,856,069 970,067,329 566,195,455 5,849,224,970 4,867,051,524
138
07.
INTANGIBLE ASSETS
7.1
GOODWILL
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Balance at the beginning of the year - - 1,066,192,543 1,066,021,342

Goodwill arising on acquisition (Note 40.1) - - 38,172,535 -
Impairment - - (71,866,701) -
Effect of change in exchange rate - - 116,400 171,201
Balance at the end of the year - - 1,032,614,777 1,066,192,543
Carrying value of Goodwill acquired through business combination as at the reporting date is relevant to Tile & Associated
products. During the year the Company has impaired the goodwill acquired through Paint & Allied products fully due to the negative
net asset position resulting from the continuing losses and with the classification as a discontinued operation.
7.2
SOFTWARE
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Balance at the beginning of the year 203,612,256 207,679,861 203,612,256 207,679,861

Incurred during the year - 12,090,378 - 12,090,378
Amount amortised during the year (16,856,021) (16,157,983) (16,856,020) (16,157,983)
Balance at the end of the year 186,756,235 203,612,256 186,756,236 203,612,256
Total intangible assets 186,756,235 203,612,256 1,219,371,013 1,269,804,799
08 LONG TERM RECEIVABLES

Group
2017 2016
Rs. Rs.
Advance Company Tax Receivable 27,285,000 27,285,000

27,285,000 27,285,000
139
09.
INVENTORIES
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Raw Materials 205,622,810 155,635,303 2,007,823,821 1,520,222,077

Spares & Consumables 261,198,170 250,221,276 1,069,552,636 928,015,063
Accessories - - 544,682,111 542,104,950
Harvested Crops - - 189,715,000 142,645,000
Growing Nurseries - - 197,000 197,000
Non-harvested Produce on Bearer Biological Assets - - 6,860,000 -
Work in Progress 15,133,408 20,223,197 261,939,761 193,581,285
Finished Goods 730,433,168 835,430,843 4,738,138,546 3,925,419,571
Goods in Transit 578,130 13,877,702 26,929,399 55,871,707
Other Consumables 5,218,797 5,335,417 14,007,906 14,702,100
1,218,184,483 1,280,723,738 8,859,846,180 7,322,758,753
Less : Provision for Obsolete & Slow Moving Stock (19,925,027) (24,695,621) (195,296,059) (235,886,779)
1,198,259,456 1,256,028,117 8,664,550,121 7,086,871,974
10. TRADE AND OTHER RECEIVABLES

10.1 COMPANY
2017 2016
Rs. Rs.
Trade debtors - Other 244,562,952 229,937,443

- related parties (Note 10.1.1) 9,693,787 2,149,773
Trade Debtors (Note 10.1.3) 254,256,739 232,087,216
Provision for Bad and Doubtful Debts (976,985) (2,384,191)
253,279,754 229,703,025
Other Receivables - Other 39,396,459 34,874,364
- Related Parties (Note 10.1.2) 147,732,675 279,406,575
440,408,888 543,983,964
140
10.1.1 Trade Debtors includes following related party receivables,

2017 2016
Rs. Rs.
Rocell Pty Limited 9,492,680 1,858,494

Swisstek Aluminium Limited 117,374 -
Horana Plantations PLC 14,373 -
The Kingsbury PLC 69,360 -
Lanka Ceramic PLC - 92,356
Pan Asia Banking Corporation PLC - 132,149
Singhe Hospitals PLC - 66,774
9,693,787 2,149,773
10.1.2 Amount due from Related Parties

Relationship 2017 2016
Rs. Rs.
Amount due from Related Parties

Royal Ceramics Distributors (Pvt) Ltd Subsidiary 1,155,463 917,715
Rocell (Pty) Ltd. Subsidiary 24,019,017 23,177,907
Rocell Ceramics Ltd Subsidiary 134,991 733,595
Lanka Tiles PLC Subsidiary 30,141,103 88,299,544
Lanka Walltiles PLC Subsidiary 19,670,792 20,415,890
Ever Paint and Chemical Industries (Pvt) Ltd Subsidiary 329,520,981 177,899,040
Lanka Ceramics PLC Subsidiary 4,500,650 117,905,608
Horana Plantation PLC Subsidiary - 1,697,840
Swisstek Aluminium Limited Subsidiary 25,744,238 24,682,802
Swisstek Ceylon PLC Subsidiary 2,557,858 200,651
Uni Dil Packaging Limited Subsidiary 40,492,582 475,983
477,937,675 456,406,575
Impairment Provision (330,205,000) (177,000,000)
147,732,675 279,406,575
141
10. TRADE AND OTHER RECEIVABLES CONTD.

10.1.3 Trade receivables are non interest bearing and on 30 to 45 days credit terms. As at 31 March 2017, the ageing analysis of trade
receivables is as follows:

Total Neither past Past due but not impaired Impaired Provision
due nor Less Than 3 to 12 More Than for
Impaired 3 Month Month One Year Debtors
Trade debtors 2017 253,279,754 125,246,422 104,243,164 5,029,621 19,737,532 - (976,985)

2016 229,703,025 120,736,361 95,197,476 3,447,380 12,705,999 - (2,384,191)
10.2 GROUP
2017 2016
Rs. Rs.
Trade Debtors 2,760,440,282 2,428,542,612

Provision for Bad and Doubtful Debts (Note 10.2.2) (86,357,841) (132,840,133)
2,674,082,441 2,295,702,479
Loans to company officers 47,606,000 47,249,000
Other Receivables 437,683,095 199,959,348
3,159,371,536 2,542,910,827
10.2.1 Trade receivables are non interest bearing and on 30 to 45 days credit terms. As at 31 March 2017, the ageing analysis of trade
receivables is as follows:
Total Neither past Past due but not impaired Impaired Provision
due nor Less Than 3 to 12 More Than for
Impaired 3 Month Month One Year Debtors
Trade debtors 2017 2,674,082,441 2,136,022,830 420,635,819 110,267,777 78,356,856 15,157,000 (86,357,841)
2016 2,295,702,479 732,882,220 1,458,664,380 84,744,159 152,251,853 - (132,840,133)
10.2.2 Allowances for Doubtful Debts

2017 2016
Rs. Rs.
Balance at the beginning of the year 132,840,133 118,626,145

Amount provided/reversal during the year (46,482,292) 14,213,988
Balance at the end of the year 86,357,841 132,840,133
142
11. OTHER NON FINANCIAL ASSETS

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Receivables - Other 4,485,953 6,220,693 6,872,239 78,072,092

Advances and Prepayments 362,703,839 349,174,074 957,622,088 1,041,600,434
367,189,792 355,394,767 964,494,327 1,119,672,526
12 OTHER FINANCIAL ASSETS

COMPANY/GROUP
Investments at fair Value Through Profit or Loss
No. of Shares Fair Value
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Quoted
The Fortress Resorts PLC 336,100 336,100 3,898,760 4,369,300
Aitken Spence PLC 225,000 225,000 12,645,000 16,537,500
Lanka Hospitals Corporation PLC 45,519 45,519 2,799,419 2,321,469
Citrus Leisure PLC 2,768,276 2,768,276 19,377,932 19,101,102
Serendib Hotels PLC 16,000 16,000 369,600 440,000
Softlogic Finance PLC 8 8 248 310
Ascot Holdings PLC 30,000 30,000 690,000 714,000
Waskaduwa Beach Resorts Ltd 1,400,145 1,400,145 4,200,440 4,620,479
43,981,399 48,104,160
Non-Quoted
MBSL Insurance 4,666,667 4,666,667 8,666,667 8,666,667
Impairment (8,666,667) -
- 8,666,667
43,981,389 56,770,827
143
13. STATED CAPITAL - COMPANY/GROUP

2017 2016
Number Rs. Number Rs.
Balance as at 01 April 110,789,384 1,368,673,373 110,789,384 1,368,673,373

Balance as at 31 March 110,789,384 1,368,673,373 110,789,384 1,368,673,373
14. RESERVES
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Summary
Revaluation Reserve (Note 14.1) 213,634,264 213,634,264 2,020,248,355 1,367,854,162
Available for sale reserve (Note 14.2) - - 3,865,437 7,704,239
Exchange Differences on translation of foreign
operations (Note 14.3) - - 3,331,413 300,771
213,634,264 213,634,264 2,027,445,205 1,375,859,172
14.1 REVALUATION RESERVE

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
On: Property, Plant and Equipment

As at 1 April 213,634,264 213,634,264 1,367,854,162 704,876,970
Revaluation of surplus during the year - - 652,394,193 662,977,192
As at 31 March 213,634,264 213,634,264 2,020,248,355 1,367,854,162
The above revaluation surplus consists of net surplus resulting from the revaluation of property, plant and equipment as
described in Note 3.17. The unrealised amount cannot be distributed.

14.2 AVAILABLE FOR SALE RESERVE
Group
2017 2016
Rs. Rs.
As at 1 April 7,704,239 7,102,729

Net change in fair value during the year (3,838,802) 601,510
As at 31 March 3,865,437 7,704,239
144
14.3 FOREIGN CURRENCY TRANSLATION RESERVE

Group
2017 2016
Rs. Rs.
As at 1 April 300,771 (4,169,415)

Transferred during the year,net of tax 3,030,642 4,470,186
As at 31 March 3,331,413 300,771
15 INTEREST BEARING LOANS AND BORROWINGS

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Non Current
Long term loans (Note 15.1) 3,300,490,877 2,886,270,741 6,136,025,423 5,227,779,259
Finance leases (Note 15.2) 6,530,620 9,014,341 111,840,111 120,174,165
3,307,021,497 2,895,285,082 6,247,865,534 5,347,953,424
Current
Long term loans (Note 15.1) 606,216,842 608,665,278 1,881,865,928 1,683,705,206
Finance leases (Note 15.2) 2,483,722 2,273,908 16,764,887 19,178,852
Short term loans 66,101,296 568,347,003 2,215,563,421 2,258,605,053
Bank overdrafts (Note 20.2) 359,179,882 285,616,855 2,009,727,257 1,574,705,696
1,033,981,742 1,464,903,044 6,123,921,493 5,536,194,807
Total 4,341,003,239 4,360,188,126 12,371,787,027 10,884,148,231
145
15 INTEREST BEARING LOANS AND BORROWINGS CONTD.

15.1 LONG TERM LOANS
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
At the beginning of the year 3,494,936,018 4,035,672,598 6,911,484,465 7,480,019,085

Loans obtained during the year 1,389,142,968 177,347,413 3,325,789,988 1,147,078,428
Exchange gain/loss on USD loans (304,843) 31,725,445 14,685,695 50,251,445
Transfer to discontinued Operations - - (25,750,000) -
Repayments during the year (977,066,424) (749,809,437) (2,208,318,797) (1,765,864,493)
At the end of the year 3,906,707,719 3,494,936,019 8,017,891,351 6,911,484,465
Payable within 1 year 606,216,842 608,665,278 1,881,865,928 1,683,705,206

Payable after 1 year before 5 years 3,300,490,877 2,886,270,741 6,136,025,423 5,227,779,259
3,906,707,719 3,494,936,019 8,017,891,351 6,911,484,465
15.2 FINANCE LEASES

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
JEDB/SLSPC estates (Note 15.3) - - 146,386,000 151,614,000

Other finance lease creditors (Note 15.4) 10,418,801 13,601,188 48,146,603 60,127,886
Gross liability 10,418,801 13,601,188 194,532,603 211,741,886
Exchange rate difference - - 507,504 -
Finance charges allocated to future periods (1,404,459) (2,312,939) (66,435,109) (72,389,869)
Net liability 9,014,342 11,288,249 128,604,998 139,352,017
Payable within 1 year 2,483,722 2,273,908 16,764,887 19,178,852

Payable after 1 year before 5 years 6,530,620 9,014,341 111,840,111 120,174,165
Net Liability 9,014,342 11,288,249 128,604,998 139,353,017
Payable within one year 3,182,387 3,182,387

Payable after one year before five years 7,236,414 10,418,801
Gross Liability 10,418,801 13,601,188
146
15.3 JEDB/SLSPC ESTATES

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
At the beginning of the year - - 151,614,000 156,840,000

New leases obtained during the year - - 13,681,000 13,294,000
Repayments during the year - - (18,909,000) (18,520,000)
At the end of the year - - 146,386,000 151,614,000
15.4 OTHER FINANCIAL LEASE CREDITORS

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
At the beginning of the year 13,601,188 - 60,127,886 60,151,578

New leases obtained during the year - 15,911,936 12,392,885 32,042,726
Repayments during the year (3,182,387) (2,310,748) (23,522,778) (32,066,418)
Transfer to discontinued Operations - - (851,390) -
At the end of the year 10,418,801 13,601,188 48,146,603 60,127,886
15.5 The lease rentals have been amended with effect from 22 June 1996 to an amount substantially higher than the previous nominal
lease rental of Rs.500/-per estate per annum. The basic rental payable under the revised basis is Rs.5.228 Mn per annum. This
amount is to be inflated annually by the Gross Domestic Product (GDP) deflator in the form of contingent rent.
This lease agreement was further amended on 10 June 2005, freezing the annual lease rental at Rs.7.472 Mn for a period of six
years commencing from 22 June 2002. Hence, the GDP Deflator adjustment will be frozen at Rs.2.244 Mn per annum until 21 June
2008. Accordingly, the Financial Statements have been adjusted, in order to reflect the future net liability in the following manner:-
Future liability on the revised annual lease payment of Rs.7.472 Mn will continue until 21 June 2008, and thereafter from 22
June 2008, annual lease payment will remain at Rs.5.228 Mn, until 21 June 2045. The Net Present Value of this liability at a 4%
discounting rate would result in a liability of Rs.86.292 Mn.
15.6 THE NET PRESENT VALUE AS AT DATE IS REPRESENTED BY

2017
Rs.
Gross Liability - Overdue Rental/GDP Deflator (Contingent Rent) -

- 28 Years @ Rs. 5.228 million per annum 146,384
146,384
Less : Interest in Suspense (60,092)
Net Present Value 86,292
15.7 The contingent rental charged during the current year to Statement of Comprehensive Income amounted to Rs. 13,681,000/-and
the gross liability to make contingent rentals for the remaining 28 years of lease term at the current rate would be estimated to Rs.
383,057,000/- as at 31 March 2017.
147

15.8 INTEREST BEARING LOANS AND BORROWINGS
Details of the Long Term Loans;
Lender Approved Repayment

Facility Terms
Company : Royal Ceramics Lanka PLC

Commercial Bank of Ceylon PLC Rs 175 Million 48 equal monthly installments
Commercial Bank of Ceylon PLC Rs 24 Million 60 equal monthly installments
Commercial Bank of Ceylon PLC Rs 3.0 Bn 8 years-(first 48 monthly installments of Rs 20Mn each and
subsequent 48 monthly installments of Rs 42.5Mn each
Commercial Bank of Ceylon PLC Rs. 300Mn 60 equal monthly installments with six months grace period
commencing from April-2014
Commercial Bank of Ceylon PLC Rs 109Mn 59 equal monthly installments of Rs. 1,816,700 each and final
installment of Rs. 1,814,700
Commercial Bank of Ceylon PLC Rs 95Mn 59 equal monthly installments of Rs. 1,585,000 each and final
installment of Rs. 1,485,000
Commercial Bank of Ceylon PLC Rs. 200Mn 59 equal monthly installments of Rs. 3,335,000 and a final
instalment of Rs. 3,235,000 after a grace period of 6 months
Commercial Bank of Ceylon PLC Rs 100Mn 59 equal monthly installments of Rs. 1,667,000 and a final
instalment of Rs. 1,647,000 after a grace period of 6 months
Commercial Bank of Ceylon PLC Rs 150Mn 60 equal monthly installments of Rs. 2,500,000 after a grace
period of 6 months
Commercial Bank of Ceylon PLC Rs 150Mn 60 equal monthly installments of Rs. 2,500,000 after a grace
period of 6 months
Commercial Bank of Ceylon PLC AUD 2,407,000 59 equal monthly installments of AUD. 40,100 each and the final
installment of AUD 41,100
DFCC Bank PLC Rs 292Mn 60 equal monthly installment after a grace period of 12 months
Hatton National Bank PLC Rs. 100Mn 59 equal monthly installments of Rs. 1.67 Mn and the final
installment of Rs. 1.47 Mn
Hatton National Bank PLC Rs. 50Mn 59 equal monthly installments of Rs. 833,400 and a final
instalment of Rs. 770,400 after a grace period of 6 months
instalment of Rs. 233,520
Hatton National Bank PLC Rs. 28.5Mn 60 equal monthly installments of Rs. 475,000
Hatton National Bank PLC Rs 5.5Mn 59 equal monthly installments of Rs. 91,600 and a final
instalment of Rs. 95,600
148
Security Security Amount Balance As At

Rs.Mn 31st March 2017
Rs.Mn
174.9 Mn in mortgage over properties at Baddegadaramulla, Meegoda, No 101, Nawala Road, 175Mn 20.06
Nawala and No 472, Highlevel Road Kottawa
Primary mortgage bond for 24Mn over the two LP Gas Tanks 24Mn 6
Corporate guarantee of Royal Porcelain (Pvt) Ltd
Tripartite agreement between the company /custodian company and bank over a portfolio of 3Bn 2440
23,009,036 shares of Lanka Ceramics PLC and 7,545,422 shares of LB Finance PLC (Market
value as at 15/09/2014 -Rs 3,905 Mn)
Primary mortgage bond over Land and Building at No 20, R.A.De Mel Mawatha, Colombo 03. Rs 300 Mn 104
Corporate guarantee of Royal Porcelain (Pvt) Ltd Rs 109Mn 72.66
Additional mortgage bond over the property at Baddegedaramulla, Meegoda to be executed Rs 200Mn 153.62
Additional concurrent mortgage bond with HNB bank PLC for Rs 100 Mn over the factory Rs 100Mn 52.79
property at Eheliyagoda to be executed by the company. (HNB interest -Rs 350.3Mn our total
interest -AUD 2,407,000 or equivalent in LKR and Rs 100Mn
Additional mortgage bond for Rs 110Mn over the property bearing assessment No 20, R.A De Rs 150Mn 130.2
Mel Mawatha, Kollupitiya to be executed.
Floating primary mortgage bond for Rs 150Mn to be executed over the property bearing Rs 150Mn 145
assessment No 106, 106/1/1, 106/2/1, 106/3/1, Galle road, Dehiwala.
Floating Primary Concurrent Mortgage for AUD 2,407,000 over the property at Eheliyagoda AUD 2,407,000 238.203
owned by the Company to be executed-(HNB 's interest Rs 350.3M)
Land and building bearing assessment No 223, Nawala Road,Narahenpita containing in Rs 292.Mn 292
extent A0-R1-P0 5.4 of Royal Ceramics Lanka PLC (Plan no 3534)
Existing primary mortgage bond For Rs 350.3Mn over factory premises at Eheliyagoda and Rs 100Mn 41.08
plant and machinery and everything standing thereon
Existing primary mortgage bond For Rs 350.3Mn over factory premises at Eheliyagoda and Rs 50Mn 25.83
plant and machinery and everything standing thereon
Corporate Guarantee from Royal Porcelain (Pvt) Ltd Rs 28.5Mn 25.17

149

15.8 INTEREST BEARING LOANS AND BORROWINGS CONTD.

Facility Terms
Hatton National Bank PLC Rs 12.9Mn 60 equal monthly installments of Rs. 215,000
Hatton National Bank PLC Rs. 130Mn 59 equal monthly installments of Rs. 2.15Mn each and a final
instalment of Rs. 3.15 Mn
Company : Royal Porcelain (Pvt) Ltd

DFCC Bank PLC Rs 150Mn 60 equal monthly installments with Eighteen months grace period
commencing from Octo-2012
Commercial Bank of Ceylon PLC Rs 56 Mn 59 equal monthly installments with three months grace period
commencing from Dece-2012
Commercial Bank of Ceylon PLC Rs 67Mn 59 equal monthly installments with three months grace period
commencing from February-2013
Commercial Bank of Ceylon PLC Rs.48Mn 60 equal monthly installments with six months grace period
commencing from April-2014
Commercial Bank of Ceylon PLC Rs 67Mn 60 equal monthly installments with six months grace period
commencing from June-2014
Commercial Bank of Ceylon PLC Rs 200Mn 60 equal monthly installments with six months grace period
commencing from May-2014
Commercial Bank of Ceylon PLC Rs 48.56Mn 60 equal monthly installments commencing from April-2014
Commercial Bank of Ceylon PLC Rs 53Mn 60 equal monthly installments commencing from March-2014
Commercial Bank of Ceylon PLC Rs 37Mn 59 equal monthly installments of Rs 615,000 and a final
instalment of Rs 715,000 following the grace period of 6 months
Commercial Bank of Ceylon PLC Rs 28Mn 59 equal monthly installments of Rs 466,700 and a final
instalment of Rs 464,700 commencing from 25th August 2015
Hatton National Bank PLC Rs 300Mn 60 equal monthly installments of Rs 5,000,000 plus interest
commencing after a grace period of six months.
Hatton National Bank PLC Rs 200Mn 59 equal monthly installments of Rs 3.33Mn each and final
installment of Rs 3.53 Mn plus interest commencing after a grace
period of six months.
Company : Rocell Bathware Limited

Hatton National Bank PLC Rs.160 Million 54 equal monthly installments
Hatton National Bank PLC Rs.70 Million 54 instalment with grace period of 06 months
150

Rs.Mn
Tripartite agreement between Royal Ceramics Lanka PLC,HNB and share brokering company Rs 130Mn 34.38
along with irrevocable power of attorney over 1,000,000 Nos company shares of Lanka
Ceramics PLC
3906.707
Corporate Guarantee from Royal Ceramics Lanka PLC Rs 150Mn 12.49
Pari-Pasu Concurrent Registered Primary Floating Mortgage Bond ( between HNB & DFCC ) Rs 150Mn
over the factory premises of RPL in Horana together with existing machinery therein.
Mortgage over line Sorting Palertizer Machine Rs 56Mn 7.38
Corporate Guarantee from Royal Ceramics Lanka PLC
Mortgage over Tile Printing Machine Rs 67Mn 12
Mortgage over Glazed Polishing Line Rs.48Mn 19.2
Mortgage over Digital Ceramic Printing Machine Rs 67Mn 29.09
Mortgage over warehouse premises at Meegoda owned by Rocell Bathware Ltd Rs 200Mn 82.75
Mortgage over 4 units 4 wheel Forklifts and 4 units reach trucks Rs.48.6Mn 19.4
Mortgage over the Nano coating line , Unloading Polishing Machine, Batching and mill Rs.53Mn 20.32
Feeding Machine and Air Compressor
Primary Mortgage over the Automatic easy Line Sorting Line Rs. 37Mn 18.59
Corporate Guarantee from Royal Ceramics Lanka PLC Rs. 28Mn 18.66
Corporate Guarantee from Royal Ceramics Lanka PLC Rs 300Mn 295
Corporate Guarantee from Royal Ceramics Lanka PLC Rs 200Mn 196.67
731.55
Primary Mortgage bond for Rs 250Mn over leasehold land and building and machinery Rs 160 Mn 53.33
(excluding Unimack) at Templeburg Industrial Estate, Panagoda to be executed.
Corporate guarantee from Royal Ceramics Lanka PLC Rs 160 Mn
Concurrent Mortgage bond for Rs 250Mn over leasehold land and building and machinery Rs 70 Mn 31.11
(excluding Unimack) at Templeburg Industrial Estate, Panagoda.
Corporate guarantee from Royal Ceramics Lanka PLC Rs 70Mn
151


Facility Terms
Hatton National Bank PLC Rs 20 Mn 64 equal monthly installment
Commercial Bank of Ceylon PLC Rs. 25 Million 53 equal monthly installments
Commercial Bank of Ceylon PLC Rs 210Mn 60 equal monthly installment of Rs 3,500,000 with a grace period
of six months
Commercial Bank of Ceylon PLC Rs 57.7Mn 59 equal monthly installment of Rs 961,600 and a final
installment of Rs 965,600.00
Commercial Bank of Ceylon PLC Rs 70Mn 59 equal monthly installment of Rs 1,165,000 and a final
installment of Rs 1,265,000.00
Pan Asia Bank Rs 200Mn 60 equal monthly installment with a grace period of six months
Peoples Bank Rs 160Mn 59 equal monthly installments of Rs 2.7Mn each and final
installment of Rs .7 Mn after a grace period of six months.
Company : Rocell (Pty) Ltd

Commercial Bank of Ceylon PLC AUD 1,175,000 60 equal monthly installment
Company : Lanka Ceramic PLC

Hatton National Bank PLC Rs 500 Million 8 annual installments
Company : Lanka Walltiles PLC

Hatton National Bank PLC Rs. 300 Million 60 monthly installments
Hatton National Bank PLC USD 1.8 Mn 60 monthly installments
Commercial Bank of Ceylon PLC Rs. 584 Million 60 monthly installments
Commercial Bank of Ceylon PLC Rs. 80 Million 60 monthly installments

DFCC Bank Rs. 200 Million 60 monthly installments
Company : Lanka Tiles PLC

DFCC Bank Rs. 150 Mn 48 monthly installments
152

Rs.Mn
Concurrent Mortgage bond for Rs 250Mn over leasehold land and building and machinery Rs 20 Mn 17.33
(excluding Unimack) at Templeburg Industrial Estate, Panagoda.
Corporate guarantee of Royal Ceramics Lanka PLC Rs 20 Mn
Primary Mortgage bond over Water closet casting machine for 25Mn Rs 25 Mn 20.37
Primary mortgage bond over the shuttle Kiln burner machine for Rs 210 Mn Rs 210 Mn 197.56
Primary Mortgage bond over Water Closet casting Machine,stock tank propeller dissolver Rs 57.7 Mn 54.49
and modification to the existing glazing cell for Rs 57.7Mn
Corporate Guarantee of Royal Ceramics Lanka PLC Rs 70 Mn 42.67
Mortgage bond for Rs 400Mn of force sale value of machinery as per bank's special valuation Rs 200 Mn 164.59
Corporate Guarantee of Royal Ceramics Lanka PLC Rs 200 Mn 36.05
617.5
Corporate Guarantee of Royal Ceramics Lanka PLC AUD 1,175,000 100.55

100.55
Mortgage for Rs, 500 Mn over Lanka Walltiles PLC shares held monthly in the custodial Rs 500 Million 247.71
account with HNB
247.71
Primary mortgage bond for Rs. 390 million over the project assets comprising land, building Rs. 390 Million 45
and machinery at Meepe.
Secondary mortgage bond for USD 1.8 million over the project assets comprising land, USD 1.8 Mn 87.729
building and machinery at Meepe.
Tripartite agreement for Rs.392.8 Mn between Bank, Lanka Walltiles PLC & the custodian (Pan Rs. 584 Million 398.94
Asia Bank) over 7,210,000 share of Lanka Tiles PLC
Primary Mortgage bond for Rs.80Mn over the ceramic printer Rs. 80 Million 26.64
Primary mortgage over movable machinery at Meepe Rs. 200 Million 30
588.309
A primary mortgage over land, building and plant and machinery of Lanka Floortiles PLC at Rs. 300 Mn 37.5
Ranala amounting to Rs.300 million
153


Facility Terms
DFCC Bank Rs. 287.712 Mn 85 monthly installments

(USD 3 Mn)
Company : Uni-Dil Packaging Limited

HSBC USD 310,000 US$ 7,380.95 monthly installments
HSBC USD 310,000 US$ 7,380.95 monthly installments
Standard Chartered Bank USD 2,500,000 Monthly installment
Company : Horana Plantations PLC

Hatton National Bank PLC 550 Mn 72 monthly installments
Indian Bank Rs. 75 Mn 54 monthly installments
Hatton National Bank PLC Rs. 100 Mn 60 monthly installments
Hatton National Bank PLC Rs. 130.114 Mn 60 monthly installments
Sri Lanka Tea Board Rs 33 Mn 48 monthly installments
Company : Swisstek (Ceylon) PLC

Bank of Ceylon Rs. 25.817 Mn 58 monthly installments
Company : Swisstek Aluminum Limited

Rs.50 Mn 60 monthly installments
Rs.10 Mn 60 monthly installments
Rs.193.032 Mn 60 monthly installments
Hatton National Bank PLC Rs.80 MN 48 monthly installments
Company : Vallibel Plantation

Management Limited
Commercial Bank of Ceylon PLC Rs. 144.79 Mn 60 monthly installments
Total Long Term Loans - Group
154

Rs.Mn
167.64
Mortgage bond for USD 310,000 over Moveable machinery USD 310,000 17.15
Mortgage bond for USD 310,000 over Moveable machinery & vehicle USD 310,000 30.672
Mortgage bond for USD 310,000 over Moveable machinery & Vehicle USD 310,000 298.484
346.306
Primary mortgage for 150 million over the leasehold rights of Frocester Estate Rs. 150 Mn 667.7
Primary mortgage over leasehold rights of Tillicoultry Estate 8.4
Primary mortgage over leasehold rights of Alton, Bambarakelly,Eildon Hall and Gouravilla 76.54
Primary mortgage over leasehold rights of Bambarakelly Estate 95.418
33
881.058
Mortgage over immovable property at Balummahara, Imbulgoda 33.938

33.938
Primary mortgage over land and building and machinery of LKR 500 Mn 70.641
13.14
5.506
Movable Machinery 193.032
Simple Receipt 65.06
347.379
12,750,000 shares of Horana Plantation PLC 51.19

51.19
8017.891
155
16 RETIREMENT BENEFIT OBLIGATIONS

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
At the beginning of the year 192,730,570 171,683,467 1,004,604,869 963,368,345

Interest cost 20,236,710 16,309,929 104,415,045 94,502,566
Current service cost 16,320,717 14,552,340 74,424,390 73,766,394
Benefits Paid (27,409,095) (6,274,694) (119,784,257) (87,733,547)
Actuarial (gain)/loss 6,822,185 (3,540,472) (64,293,501) (39,298,889)
Transfer to discontinued Operations - - (1,999,488) -
At the end of the year 208,701,087 192,730,570 997,367,058 1,004,604,869
16.1 MATURITY PROFILE OF THE DEFINED BENEFIT OBLIGATION

Future Working Life Time
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Within the next 12 months 41,072,650 49,910,432 160,937,176 138,055,866

Between 1-2 Years 48,289,398 40,471,654 182,263,033 174,557,182
Between 2-5 Years 56,200,957 46,044,855 234,564,375 258,438,938
Over 5 Years 63,138,081 56,303,629 419,602,474 433,552,883
Total 208,701,086 192,730,570 997,367,058 1,004,604,869
Weighted Average duration (years) 4.68 4.42

16.2 SENSITIVITY ANALYSIS

In order to illustrate the significance of the salary escalation rates and discount rates assumed in these valuations a sensitivity
analysis for all employees of Royal Ceramics Lanka PLC and its subsidiaries is carried out as follows;
Company Group
Rs. Rs.
Discount Rate as at 31 March 2017

Effect on DBO due to decrease in the discount rate by 1% 9,089,580 62,884,032
Effect on DBO due to increase in the discount rate by 1% (8,377,614) (55,839,750)
Salary Escalation Rate as at 31 March 2017

Effect on DBO due to decrease in salary escalation rate by 1% (9,353,328) (46,053,115)
Effect on DBO due to increase in salary escalation rate by 1% 9,985,446 49,838,405
156
Company Group
Rs. Rs.
Discount Rate as at 31 March 2016

Effect on DBO due to decrease in the discount rate by 1% 8,043,136 69,597,232
Effect on DBO due to increase in the discount rate by 1% (7,404,355) (61,274,307)
Salary Escalation Rate as at 31 March 2016

Effect on DBO due to decrease in salary escalation rate by 1% (8,063,142) (49,556,120)
Effect on DBO due to increase in salary escalation rate by 1% 8,633,799 53,945,061
16.3 PRINCIPLE ASSUMPTIONS USED FOR ACTUARIAL VALUATION

Royal Ceramics Lanka PLC/Rocell Bathware Ltd/ Royal Porcelain (Pvt) Ltd
Messrs. Actuarial & Management Consultants (Pvt) Ltd, Actuaries, carried out an actuarial valuation of the defined benefit
plan gratuity using the Projected Unit Credit Method as at 31st March 2016 and 31 March 2017. Appropriate and compatible
assumptions were used in determining the cost of retirement benefits. The principal assumptions used are as follows:
2017 2016
Discount rate assumed 13.1% p.a 10.5% p.a

Future salary increase rate 12.5% p.a 10.0% p.a
Staff Turn Over 15.0% p.a 15.0% p.a
The demographic assumption underlying the valuation is retirement aged Male 55 years and female 50 years.
The weighted average duration of the defined benefit plan obligation of Royal Ceramics Lanka PLC at the end of the reporting
period is 4.68 years (2016 - 4.42 years).
Lanka Ceramic PLC

Messrs. Actuarial and Management Consultants (Pvt) Ltd., actuaries carried out an actuarial valuation for Lanka Ceramic PLC of the
defined benefit plan gratuity as at 31 March 2017.

The principal assumptions used are as follows:
2017 2016
Discount rate (per annum) 13.0% 10.5%

Salary scale (per annum) - Executives 10.0% 10.0%
- Non Executives 7.5% 7.5%
Retirement Age 55 Years 55 Years
157
16 RETIREMENT BENEFIT OBLIGATIONS CONTD.

Lanka Walltiles PLC
The defined benefit liability as of 31 March 2017 was actuarially valued by Messrs. Actuarial and Management Consultants (Pvt)
Ltd. qualified actuary.

The principal assumptions underlying the valuation are as follows;
2017 2016

Salary scale (per annum) - Executives 12.5% 12.5%
- Non Executives 10% 10%
Retirement Age 55 Years 55 Years
Rates of turnover at selected ages as follows;
Executive and staff

Age 20 25 30 35 40 45 50
Turnover 10% 10% 10% 5% 3% 1% 1%
Lanka Tiles PLC

The defined benefit liability as of 31 March 2017 was actuarially valued by Messrs. Actuarial and Management Consultants (Pvt)
Ltd. qualified actuary.
Principal actuarial assumptions are as follows

2017 2016

Future salary increases - Executives 12.5% 12.5%
- Non Executive 10.0% 10.0%
In addition to above, demographic assumptions such as mortality, withdrawal disability and retirement age were considered for the
actuarial valuation. GA 1983 mortality table issued by the Society of Actuaries USA was taken as the base for the valuation.
158
Horana Plantations PLC

An actuarial valuation of the retirement benefit obligation was carried out as at 31st March 2017 by Messrs. Actuarial and
Management Consultants (Pvt) Ltd.
The valuation method used by the actuary to value the benefit is the "projected Unit Credit Method".
Principal Actuarial Assumptions are as follows

2017 2016
Rate of interest 12.0% 11.0% per annum

Future salary increases Workers 15.0% 15.0% every 2 years beyond
Staff 12.5% 12.5% per annum
Head Office Staff 10.0% 8.0% per annum beyond
Retirement age
Workers 60 60 years
Staff 60 60 years
Head Office Staff 55 55 years
Daily wage rate
Tea Rs.500.00 Rs.450.00
Rubber Rs.500.01 Rs.450.00
Uni Dil Packaging Limited and Uni Dil Packaging Solutions Limited
Messrs. Actuarial and Management Consultants (Pvt) Ltd., actuaries carried out an actuarial valuation for Uni Dil Packaging Ltd and
Uni Dil Packaging Solutions Ltd of the defined benefit plan gratuity as at 31 March 2017.

2017 2016
Discount rate p.a 12% 10%

Future salary increases 12% 10%
Staff turnover factor 9% 8%
Retirement age (Years) 55 55
159
16 RETIREMENT BENEFIT OBLIGATIONS CONTD.

Swisstek (Ceylon)PLC
Gratuity liability based on the actuarial valuation carried out by Messrs Actuarial and Management (Pvt) Ltd on 31 March 2017.
2017 2016
Discount rate p.a 12.00% 10.50%

Future salary increases 12.5% 12.5%
Swisstek Aluminum Limited

Gratuity liability based on the actuarial valuation carried out by Messrs Actuarial and Management (Pvt) Ltd on 31 March 2017.
2017 2016
Discount rate p.a 13.10% 11.72%

Future salary increases 13% 15%
Retirement age (Years) 55 55
17. OTHER NON CURRENT LIABILITIES

Group
2017 2016
Rs. Rs.
Capital grants (Note 17.1) 138,189,000 134,299,000

Refundable Deposit 15,000,000 15,000,000
153,189,000 149,299,000
160
17.1
CAPITAL GRANTS
Capital grants received on plantations

Granted by Purpose of the Basis of amortisation Amount Balance Received Amortised Balance
grant received as at during during the 31.03.2017
(to date) 01.04.2016 the year year
Rs.'000 Rs.'000 Rs.'000 Rs.'000 Rs.'000
Sri Lanka Tea Board Tea factory Rate of depreciation 701 167 288 (31) 424
modernization applicable to plant &
machinery (7.5% p.a.)
Tea replanting Will be amortised at 2,105 3,976 890 - 4,866
subsidy rate applicable to Tea
mature plantations, after
become mature (3.00%)
Plantation development Improvement of Rate of depreciation 31,588 19,619 - (790) 18,829
project/ Asian workers living applicable to buildings
Development Bank environment (2.5% p.a.)
Plantation Improvement of Rate of depreciation 45,143 31,457 - (1,120) 30,337
human development workers living applicable to
trust environment buildings and furniture
& fittings
(2.5% & 10% p.a.)
Estate infrastructure Improvement of Rate of depreciation 489 317 - (12) 305
development project workers living applicable to
environment buildings (2.5% p.a.)
Plantation Improvement of Rate of depreciation 20,051 15,833 - (501) 15,332
development project workers living applicable to buildings
environment (2.5% p.a.)
Ergonomic Rate of depreciation 5,854 - - - -
equipment applicable to equipment
(12.5% p.a.)
Internal road Rate of depreciation 4,622 3,745 - (116) 3,629
development applicable to
and boundary posts permanent land
development cost
(2.5% p.a.)
Minor factory Rate of depreciation 10,099 8,266 - (252) 8,014
development applicable to buildings
(2.5% p.a.)
Rubber Development Rubber replanting Rate applicable to 46,694 50,602 7,448 (1,887) 56,163
Department subsidy rubber mature
plantations (5% p.a.)
Rubber factory Rate of depreciation 675 211 - (51) 160
development applicable to
plant & machinery (7.5%
p.a.)
Export Agriculture Cinnamon Rate applicable to 76 106 24 - 130
Department (EAD) Replanting Subsidy cinnamon mature
plantations, after
become mature
(6.67% p.a)
Total 168,097 134,299 8,650 (4,760) 138,189
161
18. TRADE AND OTHER PAYABLES

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Trade Creditors (Note 18.2) 109,276,169 137,437,400 1,052,991,636 825,441,134

Payables - Other 100,497,636 190,427,163 156,480,900 246,188,139
Sundry Creditors Including Accrued Expenses 207,216,604 111,044,088 1,073,474,966 911,090,193
Payable to Related Parties (Note 18.1) 1,398,054,556 707,741,405 16,296,975 -
1,815,044,965 1,146,650,056 2,299,244,477 1,982,719,466
18.1 PAYABLE TO RELATED PARTIES
Company Group
Relationship 2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Royal Porcelain (Pvt) Ltd Subsidiary 1,119,467,867 578,268,912 - -

Rocell Bathware Ltd Subsidiary 261,093,586 129,472,493 - -
Nilano Garments (Pvt) Ltd Subsidiary 1,196,128 - - -
Vallibel One Ltd Parent 16,296,975 - 16,296,975 -
1,398,054,556 707,741,405 16,296,975 -
162
18.2 TRADE CREDITORS INCLUDES FOLLOWING RELATED PARTY PAYABLES,
Company Group
Relationship 2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Lanka Ceramics PLC Subsidiary 3,008,157 2,791,469 - -

Unidil Packaging Limited Subsidiary 11,660 3,087,871 - -
Unidil Packaging Solution Ltd Subsidiary 5,377,084 - - -
Swisstek Ceylon PLC Subsidiary 1,396,660 251,956 - -
Lanka Walltiles PLC Subsidiary 63,038 473,211 - -
Ever Paint & Chemical Industries
(Private) Limited Subsidiary 530,068 374,103 - -
Horana Plantations PLC Subsidiary 15,402 7,490 - -
Lanka Tiles PLC Subsidiary 81,648 - - -
Delmege Forsyth Co. Ltd Group Company 37,217 - - -
Grip Delmege (Pvt ) Ltd Group Company 14,589 - - -
Hayleys Agriculture Holding Limited Group Company - - 19,464,000 6,586,000
Hayleys Agro Fertilizer
(Private) Limited Group Company - - 18,477,000 8,482,000
Hayleys Agro Products
(Private) Limited Group Company - - 88,000 72,000
Agro Technica Limited Group Company - - - -
Puritas (Private) Limited Group Company - - - -
10,535,523 6,986,100 38,029,000 15,140,000
19 OTHER CURRENT LIABILITIES

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Provisions 104,136,472 55,887,560 203,609,258 82,816,382

Advances 568,556,621 671,898,509 568,583,662 672,011,917
Other 58,685,002 46,015,351 132,855,945 53,189,090
731,378,095 773,801,420 905,048,865 808,017,389
163
20. CASH AND CASH EQUIVALENTS

Components of Cash and Cash Equivalents
20.1 FAVOURABLE CASH & CASH EQUIVALENT BALANCES
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Cash & Bank Balances 300,093,303 215,336,308 699,415,699 1,412,176,769

Short term bank deposits - - 1,188,376,000 910,227,000
300,093,303 215,336,308 1,887,791,699 2,322,403,769
Cash & Bank Balances attributable to
discontinued operations - - 655,424 -
20.2 UNFAVOURABLE CASH & CASH EQUIVALENT BALANCES
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Bank Overdraft (359,179,882) (285,616,855) (2,009,727,257) (1,574,705,696)

Bank Overdraft attributable to discontinued operations - - (622,132) -
Total Cash and Cash Equivalents For the Purpose
of Cash Flow Statement (59,086,579) (70,280,547) (121,902,266) 747,698,073
21 REVENUE
21.1 SUMMARY
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Sales - Export 151,380,305 100,880,127 846,950,038 1,484,938,197

- Local 4,133,355,964 3,642,221,214 28,449,046,200 25,577,700,236
Gross 4,284,736,269 3,743,101,341 29,295,996,238 27,062,638,433
Less: Sales Taxes - Value Added Tax (459,831,672) (337,563,157) (2,883,149,807) (2,280,549,266)
3,824,904,597 3,405,538,184 26,412,846,431 24,782,089,167
164
21.2 GOODS AND SERVICES ANALYSIS

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Sale of Goods 3,824,904,597 3,405,538,184 26,412,846,431 24,782,089,167
22. OTHER OPERATING INCOME AND EXPENSES

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Income from Investments with Related

Parties - Non Quoted 1,124,457,762 1,131,362,390 - -
Dividends on long-term & current investments 435,038 2,773,028 435,038 2,773,028
Net Profit on financial Assets at fair value
through profit or loss - - - -
Profit on Disposal of Short Term Investments - 11,061,799 - 11,061,799
Rental Income and Service Charge - Related Parties 384,940,840 339,329,177 - -
Technical Fee Income - Related Parties 293,893,954 171,123,941 - -
Sales Commission - Related Party 8,313,504 6,615,288 - -
Sales Commission - Others - - 2,683,498 11,236,732
Rent Income - Related Parties 2,804,600 3,208,600 - -
Rent Income - Others 20,000 27,000 25,875,000 31,283,000
Profit/(Loss) on Disposal of Property, Plant & Equipment (9,786,833) 13,777,064 (12,410,480) (23,719,458)
Sundry Income 3,665,383 118,014 97,743,105 121,351,921
Amortisation of capital and revenue grants - - 4,760,000 4,953,000
Reversal of Debtor Impairment - - 5,623,000 -
Change in fair value of consumable biological assets - - 89,187,000 40,768,000
1,808,744,248 1,679,396,301 213,896,161 199,708,022
22.1 OTHER OPERATING EXPENSES

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Net loss on financial Assets at fair value

through profit or loss 12,789,436 9,580,211 12,789,436 9,580,211
Technical Fee Expense - Related Parties 45,468,937 - 45,468,937 -
Impairment of long term investment 47,400,000 223,000,000 71,866,701 -
105,658,373 232,580,211 130,125,074 9,580,211
165
23. FINANCE COST AND INCOME

23.1 FINANCE COST
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Interest Expense on Overdrafts 27,695,717 14,285,743 174,851,244 99,363,888

Interest Expense on Loans & Borrowings 358,331,221 345,811,769 972,278,581 736,386,231
Finance Charges on Lease Liabilities 908,479 685,997 16,713,039 15,626,247
Less : Capitalisation of borrowing costs on
immature plantations - - (60,013,000) (46,886,000)
386,935,417 360,783,509 1,103,829,864 804,490,366
23.2 FINANCE INCOME

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Interest Income 776,863 25,963 152,283,356 68,818,196

776,863 25,963 152,283,356 68,818,196
166
24. PROFIT/(LOSS) FROM OPERATING ACTIVITIES

Stated after Charging /(Crediting)
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Included in Cost of Sales

Depreciation 108,729,443 95,588,431 1,008,238,666 971,351,210
Employee Benefits including the following 342,806,464 302,143,837 3,147,401,154 2,957,357,647
- Defined Benefit Plan Costs -Gratuity 3,270,968 13,310,413 117,852,777 121,858,403
- Defined Contribution Plan Costs - EPF & ETF 25,243,632 22,072,134 235,751,934 212,142,540
Export duty rebate - (520,496) - 4,248,609
Operating lease rentals - - 838,000 838,000
Amortisation of leasehold rights over mining land - - - 511,000
Included in Administrative Expenses

Depreciation 23,914,832 34,472,311 71,955,423 65,641,864
Employee Benefits including the following 265,622,906 189,563,489 617,057,071 458,043,227
Auditors' Fees and Expenses 1,440,000 1,442,392 10,066,418 10,325,144
Loss on translation of foreign currency 17,289,021 26,516,030 9,901,096 53,785,460
Donations - 500,000 - 500,000
Amortisation of intangible assets 16,856,021 16,157,983 16,856,021 16,157,983
Included in Selling and Distribution Costs

Depreciation 154,856,301 124,691,223 226,785,367 211,547,485
Employee Benefits including the following 472,647,682 436,078,968 742,392,700 591,009,624
167
25 INCOME TAX EXPENSE

25.1 THE MAJOR COMPONENTS OF INCOME TAX EXPENSE FOR THE YEARS ENDED 31 MARCH ARE AS FOLLOWS :
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.

Current Income Tax
Current Income Tax charge - - 986,721,439 811,838,790
Dividend Tax - - 101,827,996 68,230,653
Under/(Over) Provision of current taxes in respect
of prior years - - 5,083,265 173,222,000
- - 1,093,632,700 1,053,291,443
Deferred Income Tax

Deferred Tax Charge/(Reversal) (Note 25.5) 130,700,624 (15,315,335) 248,212,393 162,183,540
Deferred Tax on Un distributable Associate Profit - - (7,308,645) (23,395,165)
Income tax expense reported in the statement of
profit or loss 130,700,624 (15,315,335) 1,334,536,448 1,192,079,818
Statement of Changes in Equity

Deferred Income Tax related to items charged or
credited directly to equity :
Deferred Tax effect on Employee Benefits (1,867,011) 974,552 12,635,224 4,703,578
Net gain on revaluation of buildings - - - 210,965,690
Income tax expense reported in equity (1,867,011) 974,552 12,635,224 215,669,268
168
25.2 A RECONCILIATION BETWEEN TAX EXPENSE AND THE PRODUCT OF ACCOUNTING PROFIT MULTIPLIED BY THE STATUTORY TAX
RATE IS AS FOLLOWS :
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Accounting Profit (Profit before Taxation) 1,489,817,515 1,177,680,241 5,987,155,979 5,347,338,593

Share of results of associates - - (1,041,753,417) (932,029,929)
1,489,817,515 1,177,680,241 4,945,402,562 4,415,308,664
Exempt Profit (1,124,892,800) (1,134,135,418) (1,214,641,917) (1,548,199,909)
Non deductible expenses 584,292,163 742,867,952 2,005,573,720 19,603,201,535
Deductible expenses (521,261,985) (537,480,597) (2,332,219,672) (2,193,279,122)
Tax losses utilized (151,044,725) (88,267,809) (442,803,725) (376,733,756)
Interest Income 776,863 25,963 124,766,863 25,963
Rent Income 2,824,600 3,235,600 25,875,000 27,000
Qualifying Payment Relief (316,681,881) (164,428,634) (432,367,882) (265,421,634)
Taxable Income (36,170,250) (502,702) 2,679,584,949 19,634,928,741
Income Tax on Profit of the local sales @ 28% - - 905,241,308 778,302,248

Income Tax on Profit of the local sales @ 20% - - 20,266,000 -
Income Tax on Profit of the local sales @ 15% - - 39,398,476 -
Income Tax on Profit of the export sales @ 12% - - 21,815,655 33,536,542
Dividend Tax @ 10% - - 101,827,996 68,230,653
Charge/(Reversal) of Deferred Tax ( Note 25.5) 130,700,624 (15,315,335) 248,212,393 162,183,540
Adjustment of taxes in respect of prior years - - 5,083,265 173,222,000
130,700,624 (15,315,335) 1,334,536,448 1,192,079,818
169
25 INCOME TAX EXPENSE CONTD.

25.3 DEFERRED TAX ASSETS
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
At the beginning of the year 323,692,088 309,351,305 336,220,088 361,701,305

Transferred from Deferred Tax Liability - - (1,992,000) -
Charge/(Reversal) for the year (130,700,624) 15,315,335 (129,044,624) (16,504,665)
Deferred Tax release on components of other
comprehensive Income 1,867,011 (974,552) 1,851,011 (8,976,552)
At the end of the year 194,858,475 323,692,088 207,034,475 336,220,088
The closing net deferred tax liability relate to

the following;
Capital allowances for tax purposes (308,614,035) (261,975,105) (329,010,035) (319,407,105)
Revaluation Reserve - - (3,610,000) (22,987,000)
Defined Benefit Obligation 57,114,724 53,051,098 57,498,724 55,245,098
Provision - - - 835,000
Unutilized tax losses 446,357,786 532,616,095 482,155,786 622,534,095
194,858,475 323,692,088 207,034,475 336,220,088
25.4 DEFERRED TAX LIABILITY

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
At the beginning of the year - - 1,082,522,076 753,546,160

Transferred from Deferred Tax asset - - (1,992,000) -
On acquisition of subsidiary - - 4,892,498 -
Recognised in Profit or loss - - 111,861,124 122,283,710
Recognised in other comprehensive income - - 14,486,235 206,692,205
At the end of the year - - 1,211,769,933 1,082,522,075
The closing net deferred tax liability relate to the following;

Capital allowances for tax purposes - - 1,469,678,108 1,323,757,830
Revaluation surplus - - 227,201,498 202,932,000
Defined Benefit Obligation - - (157,411,673) (148,514,400)
Unutilized tax losses - - (298,545,000) (265,476,000)
Deferred Taxation on Un distributable Associate Profit - - - 7,308,645
Provisions - - (29,153,000) (37,486,000)
- - 1,211,769,933 1,082,522,075
170
25.5 STATEMENT OF PROFIT OR LOSS

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Deferred tax expense/(reversal) arising from;

Capital allowances for tax purposes 46,638,930 9,592,827 155,073,209 189,148,992
Defined Benefit Obligation (2,196,615) (7,009,170) (14,226,124) (12,827,460)
Provision - - (391,000) (12,755,000)
Unutilized tax losses 86,258,309 (17,898,991) 107,756,309 (1,382,991)
130,700,624 (15,315,334) 248,212,394 162,183,541
Share of Associate Company Deferred Tax - - - 33,314,360
Total Deferred Tax Charge/(Reversal) for the year 130,700,624 (15,315,334) 240,903,749 172,102,736
Deferred tax has been computed at 28% for all standard rate companies and at 12% for export sale business other than Rocell
Bathware Ltd which has been computed at 15%.
The Deferred Tax asset arising from unused tax losses has been recognised up to the extend that it is probable that future taxable
temporary differences available against which the unused tax loss can be utilised.
Royal Ceramics Distributors (Private) Limited which is a fully owned subsidiary of Royal Ceramics Lanka PLC has a tax loss of
Rs.238,405/- (2016-Rs.165,752/-) that is available indefinitely for offset against future taxable profit of the Company subject to the
limit of 35% of taxable profit each year of assessment. A deferred tax asset has not been recognized in respect of this tax loss as it
is anticipated that the deferred tax asset will not realize in the foreseeable future.
Swisstek Aluminium Ltd

Income tax exemption given for the Swisstek Aluminium Ltd has been expired on 01st September 2016 and company is liable to
pay tax at a rate of 20% on trade profit and 28% on other income.

In terms of Section 16 of the Inland Revenue Amendment Act No.10 of 2006,and subsequent amendments thereto, "Profits from
any Agricultural Undertaking " is liable for income tax at 10%, commencing from 01 April 2011. Manufacturing profit and other
income are liable for income tax at 28%.
25.6 CARRIED FORWARD TAX LOSSES OF THE COMPANY AS FOLLOWS

Company
2017 2016
Rs. Rs.
Tax loss brought forward 1,782,066,431 1,870,187,646

Utilised during the year (151,044,725) (88,121,215)
Tax loss carried forward 1,631,021,706 1,782,066,431
25.7 As of 31.03.2017, Lanka Ceramics PLC has carried forward tax losses amounting to Rs. 465 Mn (2016 - Rs 494 Mn). The company
has recognised a deferred tax asset on such tax losses and provision on retirement benefit obligation up to deferred tax liability
as at the reporting date as the recoverability of deferred tax asset in excess of the deferred tax liability is uncertain. The net
unrecognised tax asset as of the reporting date amounting to Rs. 114.89 Mn (2016 - Rs. 122.6 Mn).
171
25 INCOME TAX EXPENSE CONTD.

25.8 Net deferred tax assets amounting to Rs. 6.53 Mn has been recognised in full as at 31st March 2017 (2016 - Rs 1.9 Mn which was
50% of the Net Deferred Tax Asset) in Swisstek (Ceylon) PLC since it is probable that the future taxable profit will be available
against which the unused tax losses can be used.
25.9 Net deferred tax assets amounting to Rs. 11.82 Mn have been recognised as 31st March 2017 (2016 - Rs 9.8 Mn) in Uni Dil
Packaging Solution Ltd., (formerly known as Unidil Paper Sacks (Pvt) Ltd.) based on recoverability as assessed by the management.
Deferred tax assets have been recognised in respect of the unused tax assets, to the extent that it is probable, that future taxable
profit will be available against which the unused tax losses can be used.
25.10 Deferred tax asset amounting to Rs 0.35 Mn have been recognised as 31st March 2017 (2016 - Rs 0.7 Mn) in Vallibel Plantation
Management Ltd., based on recoverability as assessed by the management. Deferred tax asset have been recognised in respect
of the unused tax losses, to the extent that it is probably that future taxable profit will be available against which the unused tax
losses can be used.
26. EARNINGS PER SHARE

26.1 Basic Earnings Per Share is calculated by dividing the net profit for the year attributable to ordinary shareholders of the company
by the weighted average number of ordinary shares outstanding during the year.
26.2 The following reflects the income and share data used in the basic Earnings Per Share computation.
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Amount Used as the Numerator:

Net Profit for the year attributable to equity holders
of the parent 1,359,116,891 1,192,995,575 3,231,003,554 2,934,333,240
1,359,116,891 1,192,995,575 3,231,003,554 2,934,333,240
Company Group
2017 2016 2017 2016
Number Number Number Number
Number of Ordinary Shares Used as the Denominator:

Weighted Average number of Ordinary Shares in issue
Applicable to basic Earnings Per Share 110,789,384 110,789,384 110,789,384 110,789,384
26.3 There were no potentially dilutive Ordinary Shares outstanding at any time during the year.
172
27. SUPER GAIN TAX

As per the provision of part III of the Finance Act, No. 10 of 2015 which was certified on 30th October 2015, the Company was liable
for Super Gain tax of Rs. 14.51 Million which was fully settled during the previous year.
Accordingly, to the Act, the super gain tax shall be deemed to be an expenditure in the financial statements relating to the year of
assessment which commenced on 1st April 2013. The Act supersedes the requirements of the Sri Lanka Accounting Standards,
hence he expense of super gain tax is accounted in accordance with the requirements of the said Act as recommended by the
Statement of Alternative Treatment (SoAT) on " Accounting for Super Gain Tax" issued by the Institute of Chartered Accountants of
Sri Lanka, dated 24th November 2015.
Accordingly, the resulting super gain tax was recorded as an adjustment to the opening Retained Earnings reported in the
Statement of Changes in Equity as of 01st April 2015. As per the Accounting Provision of SoAT, the said adjustment did not result a
restatement to the Statement of Financial Position as of 01 April 2015.
28. DIVIDEND PER SHARE

Company/Group
2017 2016
Rs. Rs.
1st Interim Dividends for 2016/17 553,946,920 -

Final Dividends for 2015/2016 443,157,536 -
1st Interim Dividends for 2015/16 - 221,578,768
2nd Interim Dividends for 2015/16 - 221,578,768
Final Dividends for 2014/2015 - 221,578,768
Total Gross Dividends 997,104,456 664,736,304
No of shares 110,789,384 110,789,384
Total Dividend per Share 9.00 6.00
29
SEGMENT INFORMATION
Primary Reporting Format - Business Segments
For management purposes, the group is organised into business units based on its products and services and has seven reportable
segments, as follows:

Tile & Associated Items Packaging Material Finance Other
Sanitary Ware Plantation Aluminium

The following tables present revenue and profit and certain assets and liability information regarding the company's business
segments:
No operating segments have been aggregated to form the reportable operating segments. Management monitors the operating
results of its business units separately for the purpose of making decisions about resource allocation and performance
assessment. Segment performance is evaluated based on operating profit or loss and is measured consistently with operating
profit or loss in the consolidated financial statements. However, Group financing (including finance costs and finance income)
and income taxes are managed on a Group basis and are not allocated to operating segments. Transfer prices between operating
segments are on an arm’s length basis in a manner similar to transactions with third parties.
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29 SEGMENT INFORMATION CONTD.

Tiles & Associated Items Sanitaryware Paints and Allied Products Plantation Packaging Material
2017 2016 2017 2016 2017 2016 2017 2016 2017 2016
Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs.
Revenue
Sales to external customers 17,477,412,663 16,986,148,546 1,974,941,590 1,578,465,557 - - 1,945,860,931 1,798,733,530 2,175,430,659 2,258,568,867
Inter-Segment Sales - - 1,249,478 - - 1,417,069 1,096,470 218,928,006 188,155,309
Total Revenue 17,477,412,663 16,986,148,546 1,976,191,068 1,578,465,557 - - 1,947,278,000 1,799,830,000 2,394,358,665 2,446,724,176
Results
Gross Profit 8,462,317,990 7,769,964,025 838,814,047 630,432,955 - - 115,828,000 1,615,000 350,763,930 363,004,331
Other Income 262,961,518 157,997,070 6,247,145 14,722,145 - - 43,940,000 45,815,000 71,027,090 65,053,897
Distribution Expenses (2,768,672,154) (2,656,669,177) (354,825,234) (306,477,232) - - - - (90,514,921) (80,761,311)
Administrative Expenses (1,212,386,625) (1,073,929,218) (49,248,000) (26,491,396) - - (94,436,000) (88,386,000) (125,071,767) (68,540,611)
Other Operating Expenses (58,258,373) (9,580,211) - - - - - - - -
Finance Costs (768,952,426) (579,577,495) (63,483,526) (37,682,400) - - (96,868,000) (48,539,000) (77,902,585) (61,093,046)
Finance Income 168,873,054 69,412,745 235,391 81,517 - - 129,000 488,000 - -
Share of Associate Company's Profit - - - - - - - - - -
Net Profit before Income Tax 4,085,882,984 3,677,617,739 377,739,823 274,585,589 - - (31,407,000) (89,007,000) 128,301,747 217,663,260
Income Tax Expense (1,071,691,507) (1,079,856,671) (76,399,262) (16,169,195) - - (2,063,000) 2,906,000 (28,106,158) (44,857,739)
Net Profit After Tax from Continuing Operations 3,014,191,477 2,597,761,068 301,340,561 258,416,394 - - (33,470,000) (86,101,000) 100,195,589 172,805,521
As at 31st March
Assets and Liabilities
Segment Assets 37,944,446,138 34,612,389,076 4,072,543,525 3,265,298,901 - 316,942,269 3,966,100,000 3,719,218,000 2,658,108,331 2,129,132,762
Total assets 37,944,446,138 34,612,389,076 4,072,543,525 3,265,298,901 - 316,942,269 3,966,100,000 3,719,218,000 2,658,108,331 2,129,132,762
Segment liabilities 14,684,211,416 13,690,708,859 1,139,250,823 600,640,830 - 449,847,267 2,258,207,000 2,093,094,000 1,357,263,052 898,651,010
Total Liabilities 14,684,211,416 13,690,708,859 1,139,250,823 600,640,830 - 449,847,267 2,258,207,000 2,093,094,000 1,357,263,052 898,651,010
Other Segment Information

Total cost incurred during the
period to acquire
Property, Plant & Equipment 2,537,952,577 1,323,151,226 527,568,513 118,103,367 - - 206,381,000 205,803,000 413,944,280 86,821,082
Depreciation & Amortisation 937,174,717 890,300,196 104,040,604 100,416,531 - - 132,615,000 131,956,000 65,117,386 54,415,957
Provisions for retirement benefit liability 87,228,097 75,114,018 4,571,696 3,454,161 - - 73,291,000 76,633,000 7,953,308 7,178,070
174
Aluminium Products Finance Other Total Segments Eliminations/ Adjustments Total

2017 2016 2017 2016 2017 2016 2017 2016 2017 2016 2017 2016
Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs.
2,825,101,760 2,160,187,277 - - 16,863,205 2,748,765 26,415,610,808 24,784,852,542 (2,764,377) - 26,412,846,431 24,782,089,167

(692,760) 28,694,723 - - 265,966,974 233,784,854 486,868,767 451,731,356 (486,868,767) (454,494,730) - -
2,824,409,000 2,188,882,000 - - 282,830,179 236,533,619 26,902,479,575 25,236,583,898 (489,633,144) (454,494,730) 26,412,846,431 24,782,089,167
942,078,000 690,035,000 - - 152,953,575 89,016,515 10,862,755,543 9,544,067,827 - - 10,862,755,542 9,544,067,827

4,388,000 (1,083,000) - - 37,491,124 39,442,403 426,054,877 321,947,515 (212,158,716) (122,239,493) 213,896,161 199,708,022
(338,526,000) (232,110,000) - - (30,021,877) (7,765,673) (3,582,560,186) (3,283,783,393) 103,826,891 85,076,048 (3,478,733,295) (3,198,707,345)
(155,290,000) (157,671,000) - - (52,992,057) (36,990,678) (1,689,424,449) (1,452,008,903) 118,580,185 67,501,445 (1,570,844,264) (1,384,507,459)
- - - - - - (58,258,373) (9,580,211) (71,866,701) - (130,125,074) (9,580,211)
(88,008,000) (49,724,000) - - (37,584,282) (30,659,425) (1,132,798,819) (807,275,366) 28,968,955 2,785,000 (1,103,829,864) (804,490,366)
- - - - 5,723,623 1,620,934 174,961,068 71,603,196 (22,677,712) (2,785,000) 152,283,356 68,818,196
- - 1,021,867,684 969,600,379 19,885,733 (37,570,451) 1,041,753,417 932,029,929 - - 1,041,753,417 932,029,929
364,642,000 249,447,000 1,021,867,684 969,600,379 95,455,839 17,093,625 6,042,483,078 5,317,003,594 (55,327,099) 30,338,000 5,987,155,979 5,347,338,593
(38,981,000) 1,181,000 - - (14,333,128) (10,447,762) (1,231,574,055) (1,147,244,367) (102,962,393) (44,835,450) (1,334,536,448) (1,192,079,818)
325,661,000 250,628,000 1,021,867,684 969,600,379 81,122,711 6,645,863 4,810,909,023 4,169,756,227 (158,289,492) (14,497,450) 4,652,619,531 4,155,258,775
2,712,829,000 1,619,174,000 - - 1,155,099,181 1,279,921,827 52,509,126,175 46,942,076,834 (7,709,753,507) (7,769,038,802) 44,799,372,668 39,173,038,033
2,712,829,000 1,619,174,000 - - 1,155,099,181 1,279,921,827 52,509,126,175 46,942,076,834 (7,709,753,507) (7,769,038,802) 44,799,372,668 39,173,038,033
1,569,242,000 714,154,000 - - 321,331,360 511,955,161 21,329,505,651 18,959,051,126 (2,624,461,839) (2,244,807,119) 18,705,043,812 16,714,244,006
1,569,242,000 714,154,000 - - 321,331,360 511,955,161 21,329,505,651 18,959,051,126 (2,624,461,839) (2,244,807,119) 18,705,043,812 16,714,244,006
289,484,000 106,827,000 - - 27,503,648 20,696,231 4,002,834,018 1,861,401,906 1,469,930 - 4,004,303,948 1,865,253,119

64,187,000 57,483,000 - - 12,892,913 14,171,046 1,316,027,620 1,248,742,731 7,807,857 - 1,323,835,477 1,264,698,542
3,523,000 4,067,000 - - 1,613,814 1,364,685 178,180,915 167,810,934 658,520 - 178,839,435 168,268,959
175
29 SEGMENT INFORMATION CONTD.

Reconciliations of reportable segment revenues, Profit or loss ,assets and liabilities and other material items.
2017 2016
Rs. Rs.
Reconciliation of Net Profit for the year

Segment Net Profit for the year 4,810,909,023 4,169,756,226
Dividend Tax on Intercompany dividend Income (101,826,436) (68,230,616)
Deferred Tax effect on Associate undistributable Profit 7,308,645 23,395,165
Impairment Provision for Ever Paint (71,866,701) -
Inter-segment elimination 8,095,000 30,338,000
Group Net Profit for the year 4,652,619,531 4,155,258,775
Reconciliation of assets
Segment assets 52,509,126,175 46,942,076,834
Assets of discontinued operations 137,815,270 -
Investment in subsidiaries (elimination) (7,442,707,231) (7,221,037,072)
Inter company balances (elimination) (3,091,149,287) (2,252,115,764)
Share of associate company's accumulated profit net of dividend received (elimination) 2,686,287,740 1,704,114,034
Group assets 44,799,372,667 39,173,038,032
Reconciliation of Liabilities
Segment Liabilities 21,329,505,651 18,959,051,126
Liabilities of discontinued operations 137,943,723 -
Deferred Tax effect on Associate undistributable Profit - 7,308,645
Inter company balances (elimination) (2,762,405,562) (2,252,115,765)
Group Liabilities 18,705,043,812 16,714,244,006
30. CONTINGENT LIABILITIES

a) Companies with in the group issued corporate guarantees in favour of Royal Ceramics Lanka PLC ,Royal Porcelain (Pvt) Ltd ,Rocell
Bathware Ltd and Ever Paint and Chemical Industries (Pvt) Ltd guaranteeing loans, interest and other charges of the loans as
stated in note 15
Further, Commercial Bank of Ceylon PLC has offered a combined letter of guarantee facility for the above mentioned companies
amounting to Rs. 100 Mn & at the reporting date total guaranteed value is Rs. 20.5 Mn.
b)
LANKA WALLTILES PLC
As at the reporting date, the Lanka Walltiles PLC has received assessments issued by the Department of Inland revenue in respect
of Income tax, Value added tax and economic service charge totalling Rs. 46,988,405/- for the year of assessment 2008/09,
2009/10. The Company has appealed against the assessments in the appeal hearing branch. The Directors believe, based on the
information currently available, the ultimate resolution of such assessment is not likely to have a material adverse effect on the
company. Accordingly no provision for liability has been made in these financial statements.
176
c) HORANA PLANATATION PLC

Horana Plantations PLC, several cases and disputes are pending against the company in labour Tribunal and Courts. All these cases
are being vigorously contested / prosecuted and our lawyers have advised that an evaluation of the likelihood of an unfavourable
outcome and the amount or range of potential loss cannot be quantified or commented upon at this stage.
Capital grant received from the Ceylon Electricity Board (CEB) for stand by power generators is subject to a condition of minimum
usage of CEB power as against the generator power. A liability will arise only if the above condition is not fulfilled.(Refer Note 15.5
to the Financial Statements)
d)
LANKA CERAMIC PLC
As at the reporting date, the Lanka Ceramic PLC has received assessments issued by the Department of Labour in respect of
Surcharge on Employees' Provident Fund Contribution totalling Rs.1,823,098.72 for the period commencing 2000/January to 2015/
March. The Company has appealed against the assessments. However company has made the provision amounting Rs. 423,518.59
in the financial statement.
There are no other material contingent liabilities as at the reporting date.
31. CAPITAL COMMITMENTS

31.1 CAPITAL COMMITMENTS
There were no significant capital commitments as at the reporting date in the Company and Group except as detailed below.
a). The Group and Company's commitment for acquisition of Property, Plant and Equipment incidental to the Ordinary course of
business as at 31st March as follows.
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Contracted but not provided for 554,289,045 146,474,436 699,162,714 505,519,115

554,289,045 146,474,436 699,162,714 505,519,115
No provision has been made in these Financial Statements in this regard as at 31st March 2017
Lease commitments
b). Lanka Tiles PLC is committed to pay Rs. 375,000/- & Rs. 2,300,471/- respectively as rent per month for the use of buildings
situated in Rajagiriya and Nawala.

c). Horana Plantation PLC has commitments under operating lease rentals on Dumbara Estate as given below;

1 - 10 years (per annum) Rs. 0.552 million

Finance lease rentals payable to the Secretary to the Treasury;
22.06.2015 to 21.06.2045 (per annum) Rs. 5.228 million
177
32. EVENTS AFTER THE REPORTING PERIOD

Subject to the approval of the shareholders at the Annual General Meeting, the Directors have recommended a payment of final
dividend of Rs. 4/- per share for the year ended 31 March 2017 on 23 May 2017.
Other than the above there have been no material events occurring after the balance sheet date that require adjustment or
disclosure in the financial statements.
33.
ASSETS PLEDGED
The group has pledged its assets as security for the interest bearing loans and borrowings obtained as stated in note 15.8
Royal Ceramics Lanka PLC/Rocell Bathware Ltd/ Royal Porcelain (Pvt) Ltd/ Ever Paint and Chemical Industries (Pvt) Ltd
Bank overdrafts and Short term loans are secured primarily over stocks in Trade and over book debts.
Lanka Tiles PLC

Bank overdrafts are secured primarily on inventories.
Uni Dil Packaging Solutions Ltd

Import Loans are secured by Primary on mortgage bond over land and building for Rs. 30 million at Naranpola, Dekatana for the
banking facilities of Hatton National Bank PLC and registered primary floating mortgage bond over stock and book debts for Rs. 60
million for the banking facilities of Hongkong & Shanghai Banking corporation.
Uni Dil Packaging Ltd

Import loans are secured by Primary on mortgage bond over immovable property for Rs. 110 Mn and Primary mortgage bond over
stock and book debts for Rs.145 Mn for banking facilities of Hatton National Bank PLC
Import loans are secured by Primary on mortgage bond over immovable property for Rs. 70 Mn and Primary mortgage bond over
stock and book debts for Rs.40 Mn for banking facilities of Standard Chartered Bank.
Import loans are secured by Primary mortgage bond over stock and book debts for Rs.40 Mn for banking facilities of DFCC
Bank.

The following securities were offered for bank overdraft facilities .
Financial Type of Rate of Facility

Institution Securities Interest Available
Rs'000
Seylan Bank PLC Primary Mortgage for - Rs. 3.50 Million 13.55% p.a. 10,000
Secondary Mortgage for - Rs. 2.45 Million (AWPLR+2%)
"Tertiary Mortgage for - Rs.30.00 Million over leasehold
rights of Mahanilu Estate
Commercial Bank of Mortgage over leasehold rights of Stockholm Estate and 12.11% p.a. 200,000
Ceylon PLC Fairlawn Estate, including buildings, fixed and floating assets. (AWPLR+0.75%)
Hatton National Mortgage over leasehold rights of Eildon Hall Estate, including 12.11% p.a 100,000
Bank PLC buildings, fixed and floating assets. (AWPLR+0.75%)
310,000
178
Lanka Walltiles PLC

Hatton National Bank Rs. 100 Mn bank overdraft is secured primarily on register primary floating mortgage bond for Rs.390 Mn
over the project assets comprising of land, building and machinery at Meepe.
Lanka Ceramics PLC

Company's bank overdraft amounting to Rs. 25 Mn and letter of Guarantee of Rs.5 Mn of Hatton National Bank PLC is secured
primarily on registered primary floating mortgage bond for Rs.72 Mn over immovable property at 696, Galle Road, Colombo
03.
Swisstek Aluminium Ltd

Company's bank borrowings is secured primarily on inventories amounting to Rs. 500 Mn together with and insurance policy over
the inventories.
34. RELATED PARTY DISCLOSURES

Details of significant related party disclosures are as follows:

34.1 TRANSACTIONS WITH THE RELATED ENTITIES
Parent Subsidiaries Associates and other
2017 2016 2017 2016 2017 2016
Rs. Rs. Rs. Rs. Rs. Rs.
Nature of Transaction
Sale of Goods - - 62,103,212 26,610,460 - -
Purchase of Goods/Services - - (245,285,390) (123,951,407) - -
Rendering of Services - - 1,118,193,710 383,303,971 - -
Dividend Income - - 685,560,496 853,412,666 438,897,269 162,554,544
Dividend Payments (536,023,400) (339,015,600) - - - -
Technical Fee (45,468,937) - 338,092,669 193,824,057 - -
Investments made by the Company - - (321,462,794) (115,681,700) - -
Reimbursement of Expenses net of fund Transfer 29,171,962 - (2,602,311,191) (1,135,603,002) - -
Impairment of Investment - (47,400,000) (177,000,000) - -

Balance outstanding as at end of the year
Trade Debtors - - 9,624,427 1,950,850 - -
Due from Related Parties - - 147,732,675 279,406,575 - -
Due to Related Parties (16,296,975) - (1,381,757,581) (707,741,405) - -
Trade Creditor - - (10,483,717) (6,986,100) - -

179
34. RELATED PARTY DISCLOSURES CONTD.

34.1 TRANSACTIONS WITH THE RELATED ENTITIES CONTD.
Parent company is Vallibel One PLC
Transactions With the Subsidiaries of the Group include Royal Porcelain (Pvt) Limited, Rocell Bathware Limited, Royal Ceramics
Distributors (Pvt) Ltd,Ever Paint & Chemical industries (Pvt) Ltd, Lanka Ceramics PLC, Lanka WallTiles PLC, Lanka Tiles
PLC,Swisstek Ceylon PLC, Swisstek aluminium Ltd, Horana Plantation PLC, Uni-Dil Packaging Ltd, Uni Dil Papersacks (Private)
Limited, LWL Development (Private) Limited, Beyond Paradise Collection Limited, Rocell Pty Limited and Nilano Garments (Pvt)
Ltd.
Associates of the Group include L. B. Finance PLC and Delmege Limited.

The company carried out above transactions under the ordinary course of its business at commercial rates. Fund transfers
represents the sales proceeds of the subsidiaries received by the parent company and it will be settled by transferring of funds
back to the relevant companies.

34.2 TRANSACTION WITH KEY MANAGEMENT PERSONNEL (*)
34.2.1 Compensation to Key Management Personnel

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Nature of Transaction
Short term Employee Benefits 119,749,847 110,872,184 239,425,847 269,468,909
Post Employment Benefits 15,321,169 14,293,294 39,970,169 36,759,294
135,071,016 125,165,478 279,396,016 306,228,203
34.2.2 Other Transactions with Key Management Personnel

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Rent Expenses 7,848,800 7,731,250 7,848,800 7,731,250

Transport Expenses 1,338,100 1,339,250 1,338,100 1,339,250
Sales 1,239,775 53,476 4,429,230 465,229
(*) Key management personnel include the Board of Directors of the Company and its parent entity.
180
34.2.3 Transactions, arrangements and agreements involving companies controlled by or with significant influence of the Key
Management Personnel**.
a) Statement of Profit or Loss

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Sale of Goods/Services 10,686,757 7,114,107 16,745,879 8,824,950

Purchase of Goods/Services 2,861,854 4,493,712 18,982,334 6,922,906
Dividend Income 337,500 786,100 337,500 786,100
b) Statement of Financial Position

Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Balance outsatnding as at end of the year

Cash and Cash equivalents 31,082,757 78,577,374 33,730,198 82,081,294
Trade Debtors 69,360 198,923 419,803 2,237,255
** Other Related Companies as cited below represent transactions of its business at commercial rates under the ordinary course
with entities either controlled or in which significant influence is held by key management personnel or their close family
members.
Chemanex PLC, Douglas & Sons (Pvt) Ltd, Link Natural Products (Pvt) Ltd, Sampath Bank PLC, The Fortress Resorts PLC, Culture
Club Resorts (Pvt) Ltd, Haycarb PLC, Pan Asia Banking Corporation PLC, Singhe Hospitals PLC, Aitken Spence PLC, Dankotuwa
Porcelain PLC, Hayleys PLC, The Kingsbury PLC, Delmege Forsyth & Co. (Shipping) Ltd, LB Finance PLC, Dankotuwa porcelain PLC,
Hayleys Fabric PLC, Thalawakele Plantation PLC.
35. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

The Group’s principal financial liabilities comprise interest bearing loans and borrowings, trade and other payables. The main
purpose of these financial liabilities is to finance the Group’s operations. The Group has trade and other receivables, and cash and
short-term deposits that arrive directly from its operations.
The Group is exposed to market risk, credit risk and liquidity risk.
The senior management of the Group oversees the management of these risks. The Senior management of the Group determine
on financial risks and the appropriate financial risk governance framework for the Group. The financial risk-taking activities are
governed by appropriate policies and procedures and that financial risks are identified, measured and managed in accordance with
Group policies and risk appetite.
The Board of Directors reviews and agrees policies for managing each of these risks which are summarised below.
Market risk
Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market
prices. Market prices comprise four types of risk: interest rate risk, currency risk, commodity price risk and other price risk such as
equity price risk. Financial instruments affected by market risk include loans and borrowings, equity investments classified as fair
value through profit or loss.
181
Interest rate risk

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in
market interest rates. The Group’s exposure to the risk of changes in market interest rates relates primarily to the Group’s long
term debt and short term borrowings with floating interest rates. The Group manages its risk by striking a balance between long
term and short term debts. The company has easy access to funds at competitive interest rates.
Interest rate sensitivity

The following table demonstrates the sensitivity to a reasonably possible change in interest rates on that portion of the long term
and short term borrowings. With all other variables held constant, the Groups profit before tax is affected through the impact on
floating rate borrowings as follows;
Company Group
Change in Change in Change in Change in
exchange Profit before exchange Profit before
rate tax rate tax
2017 100 (1%) Rs. 43.4 Mn 100 (1%) Rs. 117.4 Mn

2016 100 (1%) Rs. 43.6 Mn 100 (1%) Rs. 97.2 Mn
Foreign currency risk

Foreign currency risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes
in foreign exchange rates. The Group’s exposure to the risk of changes in foreign exchange rates relates primarily to the Group’s
operating activities.
Foreign currency sensitivity

The following table demonstrates the sensitivity to a reasonably possible change in foreign exchange rates with all other variables
held constant, the Groups profit before tax. The Group exposure to all the other currencies are not material.
Company Group
Change in Change in Change in Change in
exchange Profit before exchange Profit before
rate tax rate tax
2017 5% Rs. 9.4 Mn 5% Rs. 49.2 Mn

2016 5% Rs. 14.4 Mn 5% Rs. 45.9 Mn
The Groups listed and unlisted equity securities are susceptible to market price risk arising from uncertainties about the future
values of the investments securities. The Group manages the equity price risk by diversification and placing limits on individual and
total investment equity instruments. The group Board of Directors reviews and approves all equity investment decisions.
At the reporting date, the exposure to unlisted equity securities at fair value was Rs. 8,666,667/-. A change in 5% of the valuation
performed could have an impact on approximately 0.02% on the Groups profit before tax and 0.05% on the Company profit before tax
At the reporting date, the exposure to listed equity securities at fair value was Rs. 44.0 Mn (2016 - 48.1 Mn). A change in 5% of the
ASPI could have an impact on approximately Rs. 5.2 Mn (2016 - 3.9 Mn) on the Company/Groups profit before tax.
Credit risk
Credit risk is the risk that a counterparty will not meet its obligations under a financial instrument or customer contract, leading
to a financial loss. The Group is exposed to credit risk from its operating activities (primarily for trade receivables) and from its
financing activities, including deposits with banks.
182
Trade receivables
Customer credit risk is managed in accordance with the Group’s established policy, procedures and control relating to customer
credit risk management. Individual credit limits are defined in accordance with the prior experience with the customers. Outstanding
customer receivables are regularly monitored. The requirement for an impairment is analysed at each reporting date on an
individual basis for major clients. Additionally, a large number of minor receivables are grouped into homogenous groups and
assessed for impairment collectively. The calculation is based on actually incurred historical data. Part of the trade receivable of the
group are backed by bank guarantees. Hence the Group evaluates the concentration of risk with respect to trade receivables as low.
Liquidity risk
The maximum exposure to credit risk at the reporting date of trade and other receivables is disclosed in Note 10.
As At 31 March 2017 On Less Than 3 to 12 1 to 5 Over 5 Total

Demand 3 Months Months Years Years
Rs Rs Rs Rs Rs
Company
Interest-Bearing Loans And
Borrowings 359,179,882 223,733,348 490,764,830 4,299,127,946 - 5,372,806,006
Trade And Other Payables - 1,815,044,965 - - - 1,815,044,965
359,179,882 2,038,778,313 490,764,830 4,299,127,946 - 7,187,850,971
Group
Borrowings 2,009,727,562 2,702,099,039 1,452,704,404 7,024,229,992 214,829,181 13,403,590,178
2,009,727,562 5,001,396,516 1,452,704,404 7,024,229,992 214,829,181 15,702,887,655
As At 31 March 2016 On Less Than 3 To 12 1 To 5 Over 5 Total

Demand 3 Months Months Years Years
Rs Rs Rs Rs Rs
Company
Borrowings 285,616,855 739,108,845 492,569,719 3,763,870,607 - 5,281,166,025
285,616,855 1,885,758,901 492,569,719 3,763,870,607 - 6,427,816,082
Group
Borrowings 1,340,007,696 2,924,072,725 1,323,040,602 6,072,849,567 145,155,540 11,805,126,131
1,340,007,696 4,921,792,191 1,323,040,602 6,072,849,567 145,155,540 13,802,845,597
183
36. CAPITAL MANAGEMENT

Capital includes equity attributable to the equity holders of the parent. The primary objective of the Group’s capital management
is to ensure that it maintains a healthy capital ratios in order to support its business and maximise shareholder value. The Group
manages its capital structure and makes adjustments to it in light of changes in economic conditions.
No changes were made in the objectives, policies or processes for managing capital during the years ended 31 March 2015 and 31
March 2014.
The Company monitors capital using a gearing ratio, which is net debt divided by total capital plus net debt. The Company/Group
includes within net debt, interest bearing loans and borrowings, trade and other payables less cash and cash equivalents.
Company Group
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Interest Bearing Borrowings 4,341,003,239 4,360,188,127 12,371,787,027 10,884,148,231

Trade and Other payables 1,815,044,965 1,146,650,056 2,299,244,477 1,982,719,466
Less: Cash and Cash Equivalents (300,093,303) (215,336,308) (699,415,699) (1,412,176,769)
Net Debt 5,855,954,901 5,291,501,875 13,971,615,805 11,454,690,928
Equity 8,026,864,220 7,658,614,236 26,094,328,856 22,458,794,026

Gearing ratio 42% 41% 35% 34%
37 MATERIAL PARTLY-OWNED SUBSIDIARIES

Financial information of subsidiaries that have material non-controlling interests is provided below:

Proportion of equity interest held by non-controlling interests:
Company Name Country of incorporation Location 2017 2016

and operation
Lanka Ceramic PLC Sri Lanka Colombo 03 19.70% 23.07%

Lanka Walltile PLC Sri Lanka Colombo 05 49.00% 51.10%
Lanka Tiles PLC Sri Lanka Colombo 05 62.60% 64.03%
Vallibel Plantation Limited Sri Lanka Colombo 10 49.09% 51.18%
Swisstek (Ceylon) PLC Sri Lanka Colombo 05 69.39% 77.19%
Swisstek Aluminium Limited Sri Lanka Dompe 73.25% 80.07%
Horana Plantation PLC Sri Lanka Colombo 10 74.04% 75.10%
Uni Dil Packaging Limited Sri Lanka Dekatana 49.09% 51.18%
Uni Dil Packaging Solutions Limited Sri Lanka Dekatana 49.09% 51.18%
LWL Development (Private) Limited Sri Lanka Colombo 05 49.00% 51.10%
Beyond Paradise Collection Limited Sri Lanka Colombo 05 62.60% 64.03%
184
Accumulated Balances of Material Non - Controlling Interest 2017 2016

Rs. 000’s Rs. 000’s
Lanka Ceramic PLC 164,250 177,169

Lanka Walltile PLC 2,214,705 2,117,027
Lanka Tiles PLC 3,769,465 3,436,764
Vallibel Plantation Limited 138,204 127,158
Swisstek (Ceylon) PLC 752,745 791,416
Swisstek Aluminium Limited 837,697 724,642
Horana Plantation PLC 1,056,034 1,034,695
Uni Dil Packaging Limited 563,930 556,189
Uni Dil Packaging Solutions Limited 74,671 73,615
LWL Development (Private) Limited 23,337 (434)
Beyond Paradise Collection Limited 30,736 (2,185)
Less - Cross investments (1,355,468) (1,433,443)
Add - Attributed Goodwill 193,308 226,379
Accumulated Material Non- Controlling Interest 8,463,614 7,828,991
Profit allocated to Material Non - Controlling Interest 2017 2016

Rs. 000’s Rs. 000’s
Lanka Ceramic PLC 10,548 8,325

Lanka Walltile PLC 243,264 198,510
Lanka Tiles PLC 632,620 666,735
Vallibel Plantation Limited (3,626) (7,025)
Swisstek (Ceylon) PLC 67,033 38,562
Swisstek Aluminium Limited 220,580 224,967
Horana Plantation PLC 14,951 (58,490)
Uni Dil Packaging Limited 45,832 82,635
Uni Dil Packaging Solutions Limited 4,105 5,813
LWL Development (Private) Limited (9,252) (434)
Beyond Paradise Collection Limited 12 (2,185)
Accumulated Material Non- Controlling Interest 1,226,066 1,157,412
The summarised financial information of these subsidiaries is provided below. This information is based on amounts before inter-
company eliminations.

185
37 MATERIAL PARTLY-OWNED SUBSIDIARIES CONTD.

Summarised statement of profit or loss for year ended 31 March 2017:
Lanka Lanka Lanka Vallibel

Ceramic Walltiles Tiles Plantation Mgt
PLC PLC PLC Limited
Rs. 000's Rs. 000's Rs. 000's Rs. 000's
Summarised statement of profit or loss for year

ended 31 March 2017:
Revenue 282,830 3,345,337 5,176,372 8,651
Cost of sales (129,876) (2,013,574) (2,860,809) -
Administrative expenses (52,992) (210,028) (381,312) (3,024)
Finance costs (37,584) (105,269) (31,749) (8,083)
Profit before tax 320,214 944,672 1,397,280 34,452
Income tax (14,333) (171,908) (359,002) (1,363)
Profit for the year from continuing operations 305,881 772,764 1,038,278 33,089
Total comprehensive income 305,801 786,035 1,051,993 33,089
Attributable to non-controlling interests 10,532 249,768 641,205 (3,626)
Dividends paid to non-controlling interests 47,280 150,471 116,046 -
Summarised statement of profit or loss for year

ended 31 March 2016:
Revenue 236,534 3,209,561 5,541,368 4,649
Cost of sales (147,517) (2,053,751) (3,087,000) -
Administrative expenses (36,991) (201,519) (413,891) (4,184)
Finance costs (30,659) (112,023) (26,518) (8,192)
Profit before tax 301,212 801,381 1,447,341 41,814
Income tax (10,448) (158,002) (399,448) (495)
Profit for the year from continuing operations 290,764 643,379 1,047,893 41,319
Total comprehensive income 309,532 1,580,324 1,330,056 41,319
Attributable to non-controlling interests 12,655 677,274 847,393 (7,025)
Dividends paid to non-controlling interests 62,289 150,504 108,310 -
Summarised statement of financial position

as at 31 March 2017:
Current Assets 105,903 1,899,320 3,869,300 3,437
Non- Current Assets 1,049,200 4,599,846 3,917,636 346,761
Current Liabilities 106,167 1,211,412 1,140,651 48,684
Non- Current Liabilities 215,167 768,181 624,405 19,990
Total equity 833,769 4,519,575 6,021,880 281,524
Attributable to:
Equity holders of parent 802,171 2,930,189 2,445,741 313,376
Non-controlling interest 31,598 1,589,386 3,576,139 (31,852)
833,769 4,519,575 6,021,880 281,524
186
Swisstek Swisstek Horana Unidil Unidil LWL Beyond

(Ceylon) Aluminium Plantation Packaging Packaging Development Paradise
PLC Limited PLC Limited Solutions (Private) Collection
Limited Limited Limited
Rs. 000's Rs. 000's Rs. 000's Rs. 000's Rs. 000's Rs. 000's Rs. 000's
607,948 2,824,409 1,947,278 2,026,154 438,233 - -

(451,062) (1,882,331) (1,831,450) (1,706,397) (407,227) - -
(32,170) (155,290) (100,063) (109,697) (7,093) (19,251) (413)
(19,997) (88,008) (88,785) (69,739) (8,164) - -
157,336 364,642 (29,589) 126,764 9,819 (18,298) 187
(29,768) (38,981) (700) (26,511) (1,595) (267) (168)
127,568 325,661 (30,289) 100,253 8,224 (18,565) 19
127,982 328,548 (3,194) 102,382 8,281 48,473 52,515
67,320 222,695 35,012 46,877 4,133 23,598 32,873
25,040 5,832 - - - - -
505,406 2,188,882 1,799,830 2,238,868 336,486 - -

(387,474) (1,498,847) (1,798,215) (1,896,891) (315,459) - -
(32,398) (157,671) (88,851) (42,546) (4,568) (850) (3,413)
(14,974) (49,724) (40,347) (60,766) (327) - -
100,524 249,447 (81,280) 225,310 13,780 (850) (3,413)
(50,567) 1,181 3,401 (42,436) (2,422) - -
49,957 250,628 (77,879) 182,874 11,358 (850) (3,413)
250,354 318,952 (34,033) 213,716 30,548 (850) (3,413)
193,250 279,673 (25,560) 98,421 15,636 (434) (2,185)
5,573 - 6,125 - - - -
236,327 1,749,855 372,996 1,009,336 477,056 4,188 600

1,136,870 962,974 3,242,907 1,002,615 169,101 290,710 223,800
247,778 1,275,256 705,106 508,122 492,309 247,275 175,298
40,590 293,986 1,484,427 355,091 1,741 - -
1,084,827 1,143,587 1,426,369 1,148,738 152,107 47,623 49,102
491,525 305,890 370,335 659,480 77,436 24,287 18,366

593,302 837,697 1,056,034 489,259 74,671 23,337 30,736
1,084,827 1,143,587 1,426,369 1,148,739 152,107 47,624 49,102
187
37 MATERIAL PARTLY-OWNED SUBSIDIARIES CONTD.

Lanka Lanka Lanka Vallibel
Ceramic Walltiles Tiles Plantation Mgt
PLC PLC PLC Limited
Rs. 000's Rs. 000's Rs. 000's Rs. 000's
Summarised statement of financial position

as at 31 March 2016:
Current Assets 252,698 1,778,436 3,555,361 3,970
Non- Current Assets 1,027,224 4,598,073 3,707,693 348,123
Current Liabilities 251,595 1,227,794 1,051,847 52,469
Non- Current Liabilities 260,360 1,005,677 843,439 51,190
Total equity 767,968 4,143,038 5,367,765 248,435
Attributable to:
Equity holders of parent 746,145 2,678,076 2,128,743 298,580
Non-controlling interest 21,823 1,464,962 3,239,022 (50,145)
767,968 4,143,038 5,367,765 248,435
Summarised cash flow information for year

ending 31 March 2017:
Operating Cash Flow 68,432 657,648 179,626 (5,094)
Investing Cash Flow 215,509 95,899 (230,226) 36,270
Financing Cash Flow (442,059) (810,689) (629,195) (31,200)
Net increase / (decrease) in cash and cash equivalents (158,118) (57,142) (679,795) (24)
Summarised cash flow information for year

ending 31 March 2016:
Operating Cash Flow 128,093 1,088,394 1,534,857 (18,480)
Investing Cash Flow 223,600 37,533 (134,949) 49,541
Financing Cash Flow (182,721) (763,785) (488,462) (31,200)
Net increase / (decrease) in cash and cash equivalents 168,972 362,142 911,446 (139)
188
Swisstek Swisstek Horana Unidil Unidil LWL Beyond

(Ceylon) Aluminium Plantation Packaging Packaging Development Paradise
PLC Limited PLC Limited Solutions (Private) Collection
Limited Limited Limited
Rs. 000's Rs. 000's Rs. 000's Rs. 000's Rs. 000's Rs. 000's Rs. 000's
182,804 881,473 292,681 1,075,283 241,203 - -

1,080,937 737,701 3,074,444 640,319 172,328 153,034 171,303
229,417 635,410 611,541 508,052 268,297 153,884 174,717
9,049 122,522 1,377,894 120,894 1,409 - -
1,025,276 861,243 1,377,690 1,086,657 143,826 (850) (3,413)
411,232 136,601 342,995 604,083 70,211 (416) (1,228)

614,044 724,642 1,034,695 482,574 73,615 (434) (2,185)
1,025,276 861,243 1,377,690 1,086,657 143,826 (850) (3,413)
77,707 (221,903) 48,364 94,254 (100,542) 71,151 -

(35,285) (289,439) (211,221) (402,460) (11,484) (70,637) -
(39,695) 477,322 117,781 249,709 100,248 - -
2,727 (34,020) (45,076) (58,498) (11,778) 514 -
77,344 (30,670) 111,492 56,037 10,678 153,035 171,304

(21,019) (103,636) (205,507) (91,078) (96) (153,034) (171,303)
(54,166) 173,892 25,632 70,811 (4,824) - -
2,159 39,586 (68,383) 35,770 5,758 - -
189
38. SUMMARISED FINANCIAL INFORMATION OF ASSOCIATES

L. B. Finance PLC Delmege Limited
2017 2016 2017 2016
Rs. Rs. Rs. Rs.
Revenue / Operating Income 11,291,156,332 9,461,418,665 7,414,953,764 7,182,347,344

Cost of sales / Operating Expenses (4,389,212,331) (3,543,351,585) (5,536,361,985) (5,439,983,505)
Other Income and Gains - - 121,298,674 66,240,302
Administrative expenses - - (637,592,583) (734,917,945)
Selling and Distribution Costs - - (717,602,989) (707,386,160)
Other Operating Expenses - - - (227,023,036)
Finance costs - - (492,528,754) (327,148,143)
Tax on Financial Services (1,027,100,778) (593,451,554) - -
Profit before tax 5,874,843,223 5,324,615,526 152,166,127 (187,871,143)
Income tax Expenses (1,956,638,912) (1,606,822,662) (51,363,136) (26,678,144)
Profit for the year 3,918,204,311 3,717,792,864 100,802,991 (214,549,287)
Other Comprehensive income (17,901,006) 11,236,361 2,054,564,412 274,715
Total Comprehensive income 3,900,303,305 3,729,029,225 2,155,367,403 (214,274,572)
Group share of profit for the year 1,021,867,684 969,600,379 19,885,733 (37,570,451)
Group share of Total comprehensive income

for the year 1,017,199,102 972,530,822 403,871,874 (37,512,761)
2017 2016 2017 2016

Rs. Rs. Rs. Rs.
Current Assets 55,462,986,377 48,253,738,764 4,823,579,611 4,672,842,003

Non- Current Assets 47,300,048,713 36,262,897,968 4,805,380,987 2,745,597,026
Current Liabilities 56,592,077,833 50,333,797,277 5,475,801,506 5,216,615,643
Non- Current Liabilities 33,661,277,686 23,703,520,265 650,110,137 848,852,483
Total Equity 12,509,679,571 10,479,319,190 3,503,048,955 1,352,970,902
Group's Carrying amount of the investments 4,879,157,641 4,300,856,069 970,067,329 566,195,455
Group Share of Contingent liabilities 19,776,643 53,469,518 - -

Capital and other commitments 239,493,895 279,210,693 - -
190
39
FAIR VALUE MEASUREMENT
Accounting Policy
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market
participants at the measurement date. The fair value measurement is based on the presumption that the transaction to sell the
asset or transfer the liability takes place either:
01 In the principal market for the asset or liability, or

02 In the absence of a principal market, in the most advantageous market for the asset or liability.
The principal or the most advantageous market must be accessible by the Company.
The fair value of an asset or a liability is measured using the assumptions that market participants would use when pricing the
asset or liability, assuming that market participants act in their economic best interest. A fair value measurement of a non-financial
asset takes into account a market participant's ability to generate economic benefits by using the asset in its highest and best
use or by selling it to another market participant that would use the asset in its highest and best use. The Company uses various
valuation methodologies that are appropriate in the circumstances and for which sufficient data are available to measure fair
value, maximising the use of relevant observable inputs and minimizing the use of unobservable inputs. The use of observable and
unobservable inputs and their significance in measuring fair value are reflected in our fair value hierarchy assessment.
Level 1 : Inputs include quoted prices for identical instruments and are the most observable
Level 2 : Inputs include quoted prices for similar instruments and observable inputs such as interest rates, currency
exchange rates, and yield curves
Level 3 : Inputs include data not observable in the market and reflect management judgment about the assumptions market
participants would use in pricing the instruments
Management review the inputs to the fair value measurements to ensure they are appropriately categorized within the fair value
hierarchy. Transfers into and transfers out of the hierarchy levels are recognized as if they had taken place at the end of the
reporting period..

191
39
FAIR VALUE MEASUREMENT CONTD.
39.1
ASSETS MEASURED AT FAIR VALUE:

2017
Fair Value Measurement Using Total
Quoted prices Significant Significant Fair
in active observable unobservable Value
As at 31 March markets inputs inputs
Notes Level 1 Level 2 Level 3
Rs. Rs. Rs. Rs.
Other Financial Assets 12.

Investments at fair value through profit or loss 43,981,389 - - 43,981,389
43,981,389 - - 43,981,389
Property, Plant & Equipment 3.6

Freehold and Clay Mining Land - - 5,254,615,689 5,254,615,689
Buildings - - 5,566,994,212 5,566,994,212
Consumable Biological Assets - - 490,534,000 490,534,000
3.15 - - 11,312,143,901 11,312,143,901

There were no transfers into and transfers out of the hierarchy levels during 2016 & 2017.

Financial assets and financial liabilities at amortized cost
Fair value of financial assets and financial liabilities at amortized cost does not materially deviate from carrying value of those as at the
reporting date.

39.2
ASSETS FOR WHICH FAIR VALUES ARE DISCLOSED:

2017
As at 31 March markets inputs inputs
Notes Level 1 Level 2 Level 3
Rs. Rs. Rs. Rs.
Investment property 4.1

Investment property - - 706,000,000 706,000,000

Details of valuation methodologies and assumptions are disclosed in the relevant footnote to the financial statements.

39.3 FINANCIAL ASSETS AND FINANCIAL LIABILITIES NOT CARRIED AT FAIR VALUE
Assets for which Fair Value Approximates Carrying Value
For financial assets and financial liabilities that have a short term maturity (original maturities less than a year), it is assumed that
the carrying amounts approximate their fair values.

Accordingly, the following is a list of financial instruments whose carrying amount is a reasonable approximation of fair value.

Assets
Trade and Other Receivables,Amounts Due From Related Parties and Cash and short-term deposits

Liabilities
Trade and Other Payables and Amount Due to Related Parties
Majority of the Interest-bearing loans and borrowings balances comprise floating rate instruments therefore fair value of the value
due to banks approximate to the carrying value as at the reporting date.
192
2016
markets inputs inputs
Level 1 Level 2 Level 3
Rs. Rs. Rs. Rs.
48,104,160 - - 48,104,160
48,104,160 - - 48,104,160
- - 4,642,248,915 4,642,248,915
- - 4,764,871,524 4,764,871,524
- - 396,133,000 396,133,000
- - 9,803,253,439 9,803,253,439
2016
markets inputs inputs
Level 1 Level 2 Level 3
Rs. Rs. Rs. Rs.
- - - 527,250,000 527,250,000
193
40 BUSINESS COMBINATIONS AND ACQUISITION OF NON CONTROLLING INTEREST

40.1
ACQUISITION IN 2017
Acquisition of Nilano Garments (Pvt) Ltd

On 1st August 2016, the company has acquired 100% of the voting shares of Nilano Garments (Pvt) Ltd incorporated and domiciled
in Sri Lanka currently engages in the business of manufacturing of value added tiles & retail and wholesale trading of ceramic tiles
and allied products.
Assets acquired and liabilities assumed

The fair value of the identifiable assets and liabilities of Nilano Garments (Pvt) Ltd as at the date of acquisition were;

Fair Value
as at
01.08.2016
Rs.
Assets
Property, Plant & Equipment 26,544,000
Other Non Financial Assets 5,377,025
Cash and Cash Equivalents 772
31,921,797
Liabilities
Trade and Other Payables 5,201,833
Deferred Tax Liability 4,892,498
10,094,332
Total Identifiable Net Assets Acquired 21,827,465

Goodwill Arising on Acquisition (Note 07) 38,172,535
Purchase Consideration Paid 60,000,000
Cash and Cash Equivalents of Subsidiary Acquired 772

Net Cash Out flow on Acquisition of subsidiary 59,999,228

As at acquisition date, the property, plant and equipment includes a building (on a Leasehold Land) and the fair value of the building
amounting to Rs. 26,544,000/- was determined by Mr. A.A.M. Fathihu, an independent incorporated valuer in reference to market
based evidence (valuation report date 7th October 2016).
Significant unobservable input :

Price per square feet is Rs. 2,100/-
194
Significant increases (decrease) in estimated price per square feet in isolation would result in a significantly higher (lower) fair
value.
From the date of acquisition, Nilano Garments (Pvt) Ltd contributed Rs. 2,764,377/- of revenue and Rs. 11,276,801/- to profit
before tax from continuing operations of the Group. If the combination had taken place at the beginning of the year, revenue from
continuing operations would have been Rs. 4,738,932/- and profit before tax from continuing operations for the Group would have
been Rs. 19,331,658/-.
40.2
ACQUISITION OF ADDITIONAL INTEREST
In Lanka Ceramics PLC
On 5th August 2016, the Group acquired an additional 3.37% interest in the voting shares of Lanka Ceramics PLC, increasing its
ownership interest to 80.3%. Cash consideration of Rs. 132,241,529/- was paid to the non-controlling shareholders. The carrying
value of the net assets of Lanka Ceramics PLC (excluding goodwill on the original acquisition) was 5,761,053,169/-. Following is a
schedule of additional interest acquired in Lanka Ceramics PLC.
In Swisstek Ceylon PLC

On 8th February 2017, the Group acquired an additional 6.88% interest in the voting shares of Swisstek Ceylon PLC, increasing its
effective ownership interest to 30.61%. Cash consideration of Rs. 127,065,816/- was paid to the non-controlling shareholders. The
carrying value of the net assets of Swisstek Ceylon PLC (excluding goodwill on the original acquisition) was Rs. 1,066,587,535/-.
Following is a schedule of additional interest acquired in Swisstek Ceylon PLC.
Lanka Swisstek Total

Ceramics Ceylon
PLC PLC
Rs. Rs. Rs.
Cash consideration paid to non-controlling shareholders (132,241,529) (127,065,816) (259,307,345)

Carrying value of the additional interest 223,922,847 127,170,732 351,093,579
Difference recognised in retained earnings 91,681,317 104,917 91,786,234
195
41
DISCONTINUED OPERATIONS
On 25th July 2016, the Board of Directors took a decision to cease the operations of Ever Paint and Chemical Industries (Private)
Limited ("EPCI") and to dispose of the assets thereof. Further, the company is available for immediate sale in its current condition
and the actions to complete the sale were initiated and expected to be completed within one year from the reporting date. EPCI is a
fully owned subsidiary of Royal Ceramics Lanka PLC and it was engaged in the business of manufacturing and marketing of paints
and allied products. With EPCI being classified as discontinued operations, the paint and allied products segment is no longer
presented in the segment note. The results of EPCI for the year is presented below:

2017 2016
Rs. Rs.
Net Revenue 24,814,745 122,661,094

Cost of Sales (35,159,348) (109,742,685)
Operating Income (10,344,603) 12,918,409
Other Operating Income 12,480,219 1,362,720
Distribution Expenses (29,199,525) (44,707,008)
Administrative Expenses (12,378,507) (14,830,268)
Finance Expenses (24,626,803) (18,257,606)
Other Expenses (131,480,477) -
Loss for the year from discontinued operations (Attributable to the parent) (195,549,696) (63,513,753)
The major classes of assets and liabilities of EPCI is classified as held for sale as at the end of the year:
2017
Rs.
Assets
Property, Plant & Equipment 75,143,049
Inventories 37,000,685
Trade and Other Receivables 25,016,112
Cash and Cash Equivalents 655,424
Assets Held for Sale 137,815,270
Liabilities
Trade and Other Payables (14,442,266)
Interest Bearing Loans & Borrowings (121,501,969)
Retirement Benefit Liability (1,999,488)
Liabilities Directly Associated with the Assets Held for Sale (137,943,723)
Net Liability Directly Associated with Disposal Group (128,453)
196
The net cash flows incurred by EPCI is as follows:

2017 2016
Rs. Rs.
Operating 108,427,402 31,786,162

Investing 2,461,459 (2,701,213)
Financing (27,650,537) (33,885,318)
Net cash (outflow)/inflow 83,238,324 (4,800,369)
Earnings Per Share

2017 2016
Rs. Rs.
Basic, profit/(loss) for the year from discontinued operations (1.77) (0.57)
Interest-bearing liabilities comprise a floating rate bank loan of Rs. 25,750,000/- having an EIR of AWPLR plus 1% that is repayable
in full on 30 June 2018.
Write-down of Assets held for sale

Following the classification, a write-down of Rs. 131,480,477/- was recognised at the end of reporting period to reduce the carrying
amount of the assets in the disposal group to their fair value less costs to sell. This was recognised in discontinued operations in
the statement of profit or loss.
197
Ten Year Summary-Company

SLFRS SLAS
Trading results (RS.’000)
2017 2016 2015 2014 2013 2012 2011 2010 2009 2008
Net Turnover 3,824,905 3,405,538 2,649,933 2,413,817 2,296,295 2,178,913 2,180,608 1,529,017 1,435,112 1,484,123
Other Income 1,808,744 1,679,396 1,256,470 1,435,441 1,425,346 2,128,946 1,431,648 876,799 481,761 202,217
Profit before interest 1,876,753 1,538,464 1,012,158 1,187,850 1,283,316 2,104,973 1,540,223 879,642 441,083 356,391
Interest (386,935) (360,784) (376,515) (518,989) (364,554) (834,642) (72,735) (132,419) (215,386) (207,114)
Profit After Interest Before Tax 1,489,818 1,177,680 635,642 668,861 918,762 1,270,331 1,467,488 747,223 225,697 149,277
Tax Reversal/Expense (130,701) 15,315 143,881 185,780 67,724 (15,716) (93,663) (36,611) (20,011) (27,310)
After Tax Profit from
Discontinued Operations - - - 31,386 - - - - -
Net Profit 1,359,117 1,192,996 779,524 854,641 1,017,873 1,254,614 1,373,825 710,612 205,686 121,966

Statement of Financial Position SLFRS SLAS
(RS.’000)
2017 2016 2015 2014 2013 2012 2011 2010 2009 2008
Stated Capital 1,368,673 1,368,673 1,368,673 1,368,673 1,368,673 1,368,673 1,368,673 814,726 814,726 814,726
Capital Reserve 213,634 213,634 213,634 213,634 213,634 - - 365,714 367,343 418,388
Retained Earnings 6,444,557 6,076,307 5,545,481 5,205,381 4,354,879 3,558,585 2,747,129 1,150,357 576,602 430,660
Shareholders Funds 8,026,864 7,658,614 7,127,789 6,787,689 5,937,187 4,927,259 4,115,802 2,330,797 1,758,671 1,663,775
Fixed Assets 4,250,818 3,402,847 3,270,216 2,919,364 2,348,987 1,338,152 1,224,633 1,034,176 970,404 929,883
Investments 8,320,280 8,046,217 8,153,536 7,830,693 4,616,800 4,602,552 1,430,000 1,603,941 1,264,888 1,772,020
Other Financial Assets 43,981 56,771 131,735 197,210 196,470 192,395 183,962
Current Assets 2,402,416 2,459,179 2,215,855 1,929,083 2,049,797 2,062,624 3,679,820 1,460,429 1,766,129 919,250
Current Liabilities (3,625,785) (3,485,306) (3,333,914) (2,394,873) (2,048,728) (2,085,282) (1,941,945) (1,446,404) (1,722,431) (1,300,811)
Non Current Liabilities (3,515,723) (3,088,016) (3,487,254) (3,859,125) (1,226,138) (1,183,183) (460,667) (321,345) (520,319) (656,568)
Total Equity 8,026,864 7,658,614 7,127,789 6,787,689 5,937,187 4,927,259 4,115,802 2,330,797 1,785,671 1,663,775

Ratios and Statistics 2017 2016 2015 2014 2013 2012 2011 2010 2009 2008
Ordinary Dividends (Rs.'000) 997,104 664,736 443,158 - 221,579 443,158 276,973 138,487 110,789 55,395
Dividend per Share (Rs) 9 6.00 4.00 - 2.00 4.00 2.50 1.25 1.00 0.50
Dividend Payout Ratio(%) 73 56 57 - 22 35 20 19 54 45
Earnings Per Share (Rs.) 12.27 10.77 7.04 7.71 9.19 11.32 12.40 6.41 1.86 1.10
Market value per share-
closing(Rs.) 119 100.10 111.00 79.30 99.50 115.00 157.00 113.00 27.50 42.50
Market value per share-
Highest(Rs.) 125.30 137.00 125.00 112.00 118.50 167.50 335.00 116.50 51.00 45.00
Price Earnings Ratio(Times) 9.70 9.30 15.77 10.29 10.83 10.16 12.66 17.62 14.81 38.61
Net Assets Per Share(Rs.) 72.45 69.13 64.34 61.27 53.59 44.47 37.15 21.04 15.87 15.02
Return on Equity(%) 17 16 11 13 17 25 33 30 12 7
198
Fixed Assets Price Earnings Ratio (Times)
4,250,818
38.6
3,402,847
3,270,216
5,000,000 2,919,364 40
35
2,348,987
4,000,000
30
1,338,152
1,224,633
3,000,000 25
1,034,176
17.6
15.8
970,404
14.8
929,883
20
12.7
10.3
2,000,000
10.8
10.2
15
9.7
9.3
10
1,000,000
5
0 0
08 09 10 11 12 13 14 15 16 17 08 09 10 11 12 13 14 15 16 17
Earnings Per Share (Rs.) Return on Equity (%)

12.27
33
15 35
12.4
30
11.3
10.8
30
12
25
9.2
25
7.7
9 20
17
7.0
13
6.4
16
13
15
12
6
11
10
7
1.9
3
1.1
5
0 0
08 09 10 11 12 13 14 15 16 17 08 09 10 11 12 13 14 15 16 17
Net Assets Per Share (Rs.)

72.45
69.13
80
64.34
61.27
70
53.59
44.47
60
37.15
50
40
21.04
15.87
15.02
30
20
10
0
08 09 10 11 12 13 14 15 16 17
199
Group Value Added Statement

2017 2016
Rs. '000 Rs. '000 % Rs. '000 Rs. '000 %
Turnover 29,295,996 27,185,299
Finance & Other Income 366,180 269,889
Share of Associate Company's profit 1,562,177 1,355,949
31,224,353 28,810,949
Less: Cost of Material & Services bought in (14,844,716) (14,298,063)

16,379,637 14,512,886
Value Allocated to Employees

Salaries and Wages and Other Benefits 4,506,851 27% 4,006,411 28%
To Government
Super Gain Tax - 263,542
Income Tax 1,854,960 1,615,811
VAT/NBT 3,333,572 5,188,532 32% 2,689,959 4,569,312 31%
To Providers of Capital
Dividends 1,330,580 991,087
Finance Cost 1,128,457 2,459,037 15% 822,748 1,813,835 13%
To Expansion and Growth

Retained in Business 2,918,238 2,874,099
Depreciation 1,306,979 4,225,217 26% 1,249,229 4,123,328 28%
16,379,637 100% 14,512,886 100%
26% 28%
27% 28%
Value Added Value Added

2017 2016
15% 13%
32% 31%
Value Allocated to Employees Value Allocated to Employees
To Government To Government
To Providers of Capital To Providers of Capital
To Expansion and Growth To Expansion and Growth
200
Share Information
SHARE DISTRIBUTION
SHAREHOLDING AS AT 31ST MARCH 2017
There were 10,895 registered shareholders as at 31st March 2017, distributed as follows:
Number of Shares Held Number of Shareholders Number of Shares % Shareholding

1 - 1,000 9,708 2,048,294 1.85
1,001 - 10,000 956 3,161,899 2.85
10,001 - 100,000 185 5,441,375 4.91
100,001 - 1,000,000 38 10,059,408 9.08
1,000,000 Over 8 90,078,408 81.31
Total 10,895 110,789,384 100.00
42.50% of shares were held by Public as at 31st March 2017
Category Shareholders Number of Shareholders No of Shares Total Holding %

Local Individuals 10,452 10,798,091 9.75
Local Institutions 318 87,322,895 78.82
Foreign Individuals 112 949,211 0.85
Foreign Institutions 13 11,719,187 10.58
10,895 110,789,384 100

Share prices for the year 2016/17 2015/16
Date Price Date Price
Highest during the year 03.10.2016 126.00 27.07.2015 137.00

and 30.09.2016
Lowest during the year 01.04.2016 100.20 10.03.2016 95.10
As at end of the year 119 100.1
201
Share Information
TWENTY MAJOR SHAREHOLDERS
NO Name Number of % of Issued Number of % of Issued

shares as at Capital shares as at Capital
31.3.2017 31.3.2016
1 Vallibel One PLC 62,002,600 55.964 56,502,600 51.000
2 Employees Provident Fund 15,277,998 13.790 15,505,052 13.995
3 HSBC Intl Nom Ltd - Bbh- Grandeur Peak Emerging Markets 3,593,775 3.244 3,593,775 3.244
Opportunities FUND
4 Pershing Llc S/A Averbach Grauson & Co 2,944,983 2.658 21,281 0.019
5 HSBC Intl Nom Ltd-Mscd-Briarwood Capital Partners LP 1,972,748 1.781 - -
6 National Savings Bank 1,834,159 1.656 1,834,159 1.656
7 HSBC Intl Nom Ltd -BBH Grandeur Peak Global Reach Fund 1,352,145 1.220 1,460,600 1.318
8 BNYMSANV Re - Compass Asia Partners, L.P. 1,100,000 0.993 1,100,000 0.993
9 Employees Trust Fund Board 828,880 0.748 1,963,880 1.773
10 Mr. A. M. Weerasinghe 749,928 0.677 749,928 0.677
11 AIA Insurance Lanka PLC A/C No. 7 700,379 0.632 455,385 0.411
12 Mercantile Investments and Finance PLC 550,000 0.496 550,000 0.496
13 Mrs. S. N. Fernando 527,410 0.476 478,888 0.432
14 Amaya Leisure PLC 521,600 0.471 521,600 0.471
15 Mas Capital (Private) Limited 473,095 0.427 803,639 0.725
16 Bank of Ceylon No 2 A/C 469,410 0.424 469,410 0.424
17 Mr. D. L. B. C. Perera & Mrs. I. V. Kariyakarawana 411,662 0.372 508,667 0.459
18 Mellon Bank N.A-Commonwealth of Massachusetts 314,901 0.284 314,901 0.284
19 HSBC Intl Nom Ltd-BBH-Grandeur Peak Global Micro Cap 267,000 0.241 267,000 0.241
Fund
20 First Capital Limited 217,375 0.196 217,375 0.196
96,110,048 86.750 87,318,140 78.815
Others 14,679,336 13.250 23,471,244 21.185
Total 110,789,384 100.000 110,789,384 100.000
202
Glossary of Financial Terms

ACCOUNTING POLICIES DIVIDEND PAYOUT RATIO SHAREHOLDERS’ FUNDS
Specific principles, bases, conventions, Dividends Per Share divided by Earnings Total of issued and fully paid up capital
rules and practices adopted by an Per Share and reserves.
enterprise in preparing and presenting
Financial Statements. EARNINGS PER SHARE VALUE ADDITIONS
Profits attributable to ordinary The quantum of wealth generated by the
CAPITAL EMPLOYED Shareholders divided by the number of activities of the group and its application.
Total assets less interest free liabilities ordinary shares in issue and ranking for
dividend. WORKING CAPITAL
CAPITAL RESERVES Capital required to finance the day-to-day
Profits of a Company that, for various GROSS DIVIDEND operations (current assets minus current
reasons, are not regarded as distributable Portion of profits, inclusive of tax withheld, liabilities)
to Shareholders as dividends. These distributed to Shareholders.
include gains on revaluation of capital
assets and share premium. INTEREST COVER
Earnings before interest and tax divided by
CASH AND CASH EQUIVALENT interest expenses.
Short-term highly liquid assets those are
readily convertible to known amounts NET ASSETS PER SHARE
of cash and which are subject to an
Shareholders’ funds divided by the
insignificant risk of changes in value.
number of ordinary shares issued.
CONTINGENCIES
OPERATING PROFIT MARGIN
A condition or situation existing at the
Operating profit divided by turnover
reporting date where the outcome will
be confirmed only by occurrence or
nonoccurrence of one or more future PRICE EARNINGS RATIO
events. Market price of a share divided by
Earnings per share
CURRENT RATIO
Current assets divided by current liabilities RELATED PARTIES
Parties who could control or significantly
DIFFERED TAXATION influence the financial and operating
policies of the business
Sum set aside for tax in the accounts of an
entity that will become liable in a period
other than that under review. RETURN ON EQUITY
Net profit for the year divided by Equity
DIVIDEND COVER Shareholders’ fund
Profit attributable to Equityholders divided
by gross dividend. Measures the number of REVENUE RESERVES
times dividend is covered by distributable Reserves considered as being available for
profit. distributions and investments.
203
GRI Index
GENERAL STANDARD DISCLOSURES
General Standard Page Number (or Link) External Assurance
Disclosures
STRATEGY AND ANALYSIS
G4-1 10-11, 12-15 -
ORGANIZATIONAL PROFILE
G4-3 Inner back cover -
G4-4 8-9
G4-5 Inner back cover
G4-6 44-63
G4-7 Inner back cover
G4-8 44-63
G4-9 6-7
G4-10 29-33
G4-11 30
G4-13 No significant changes
IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES
G4-17 100
G4-18 27-43
G4-19 27-43
G4-20 27-43
G4-21 27-43
G4-22 No restatements
G4-23 No significant changes
STAKEHOLDER ENGAGEMENT
G4-24 23-26
G4-25 23-26
G4-26 23-26
G4-27 23-26
REPORT PROFILE
G4-28 4
G4-29 AR 2015/16
G4-30 Annual
G4-31 4
G4-32 4
GOVERNANCE
G4-34 66
204
SPECIFIC STANDARD DISCLOSURES

DMA and Indicators "Page Number (or "Identified "Reason(s) for "Explanation for "External Assurance
Link) Omission(s) Omission(s) Omission(s) Indicate if the
In exceptional In exceptional In exceptional Standard Disclosure
cases, if it is not cases, if it is not cases, if it is not has been externally
possible to disclose possible to disclose possible to disclose assured.
certain required certain required certain required
information, identify information, provide information, explain If yes, include the
the information that the reason for the reasons why page reference
has been omitted." omission." the information has for the External
been omitted." Assurance
Statement in the
report."
CATEGORY: ECONOMIC
MATERIAL ASPECT: ECONOMIC PERFORMANCE
G4-EC1 200
CATEGORY: ENVIRONMENTAL
MATERIAL ASPECT: ENERGY
G4-EN3 41
G4-EN6 41
CATEGORY: SOCIAL
SUB-CATEGORY: SOCIETY
MATERIAL ASPECT: LOCAL COMMUNITIES
G4-SO1 35-36
G4-SO2 35-36
205
Notice of Meeting
NOTICE IS HEREBY GIVEN THAT the Twenty 7. To authorize the Directors to
Seventh (27th) Annual General Meeting of determine payments for the year
Royal Ceramics Lanka PLC will be held at 2017/2018 and upto the date of the
The Kingsbury, 48, Janadhipathi Mawatha, next Annual General Meeting for
Colombo on the 30th day of June 2017 at charitable and other purposes as
09.00a.m for the following purposes: set out in the Companies Donations
Act (Cap 147).
1. To receive and consider the Annual
Report of the Board of Directors on By Order of the Board
the affairs of the Company and its ROYAL CERAMICS LANKA PLC
subsidiaries and the Statement of
Accounts for the year ended 31st
March 2017 and the Report of the
Auditors thereon. P W Corporate Secretarial (Pvt) Ltd
Secretaries
2. To declare a Dividend as
recommended by the Directors. At Colombo
3. To re-elect Mr. L T 26 May 2017

Samarawickrama, who retires by
rotation in terms of the Articles of NOTES:
Association, as a Director of the 1) A shareholder entitled to attend
Company and vote at the Meeting is entitled
to appoint a Proxy who need not
4. To pass the ordinary resolution set be a shareholder, to attend and
out below to re- appoint Mr. R N vote instead of him/her. A
Asirwatham who is 74 years of age, Proxy may vote on a poll (and join in
as a Director of the Company; demanding a poll) but not on a show
of hands.
“IT IS HEREBY RESOLVED THAT
the age limit stipulated in Section 2) A Form of Proxy is enclosed.
210 of the Companies Act, No.07
of 2007 shall not apply to Mr. R N 3) The completed Form of Proxy
Asirwatham who is 74 years of should be deposited at the
age and that he be and is hereby Registered Office of the Company,
re-appointed a Director of the No. 10, R.A. de Mel Mawatha,
Company in terms of Section 211 of Colombo 03, by 9.00am on 28th
the Companies Act No. 07 of 2007” June 2017
5. To re-elect Mr. M Y A Perera, who

retires in terms of the Articles of
Association, as a Director of the
Company
6. To re-appoint Messrs Ernst & Young,

Chartered Accountants, the retiring
Auditors and to authorize
the Directors to determine their
remuneration.
206
Form of Proxy
*I/We ......................................................................................................................................................................................................................................................holder of
NIC No ......................................................................of ....................................................................................................................................................................... being
a *Shareholder /Shareholders of Royal Ceramics Lanka PLC, do hereby appoint ........................................................................................... holder of NIC
No ................................................................. of ............................................................... or failing him/her
Mr. Dhammika Perera or failing him

Mr. A M Weerasinghe or failing him
Mr. M Y A Perera or failing him
Mr. T G Thoradeniya or failing him
Mr. L T Samarawickrama or failing him
Mr. G A R D Prasanna or failing him
Mr. R N Asirwatham or failing him
Mr. S H Amarasekera or failing him
Ms. N R Thambiayah or failing her
Mr. L N De S Wijeyeratne
as *my/our proxy to represent me/us to speak and vote for me/us on my/our behalf at the Annual General Meeting of the Company to be
held on 30th June 2017 at 09.00 a.m and any adjournment thereof and at every poll which may be taken in consequence thereof.
FOR AGAINST
1. To declare a Dividend as recommended by the Directors.
2. To re-elect Mr. L T Samarawickrama, who retires by rotation in terms of the Articles of Association, as a
Director of the Company.
3. To pass the ordinary resolution set out below to re-appoint Mr. R N Asirwatham who is 74 years of age, as
a Director of the Company;
“IT IS HEREBY RESOLVED THAT the age limit stipulated in Section 210 of the Companies Act, No.07 of
2007 shall not apply to Mr. R N Asirwatham who is 74 years of age and that he be and is hereby re-
appointed a Director of the Company in terms of Section 211 of the Companies Act No. 07 of
2007”
4. To re-elect Mr. M Y A Perera, who retires in terms of the Articles of Association, as a Director of the
Company
5. To re-appoint Messrs Ernst & Young, Chartered Accountants, the retiring Auditors and to authorize the
Directors to determine their remuneration.
6. To authorize the Directors to determine payments for the year 2017/2018 and upto the date of the next
Annual General Meeting for Charitable and other purposes as set out in the Companies Donations Act
(Cap 147).

Signed this…………… day of ………………………. Two Thousand and Seventeen
..............................................................
Signature
1) *Please delete the inappropriate words.

2) Instructions as to completion are noted on the reverse thereof.

207
Form of Proxy
INSTRUCTIONS AS TO COMPLETION
1. The full name, National Identity Card number and the registered address of the shareholder appointing the Proxy and the relevant
details of the Proxy should be legibly entered in the Form of Proxy which should be duly signed and dated.
2. The Proxy shall –

(a) In the case of an individual be signed by the shareholder or by his/her attorney, and if signed by an Attorney, a notarially
certified copy of the Power of Attorney should be attached to the completed Proxy if it has not already been registered with
the Company.
(b) In the case of a company or corporate / statutory body either be under its Common Seal or signed by its Attorney or by
an Officer on behalf of the company or corporate / statutory body in accordance with its Articles of Association or the
Constitution or the Statute (as applicable).
3. Please indicate with a ‘X’ how the Proxy should vote on each resolution. If no indication is given, the Proxy in his/her discretion will
vote as he/she thinks fit.
4. To be valid the completed Form of Proxy shall be deposited at the Registered Office of the Company situated at No. 10, R. A. de Mel
Mawatha, Colombo 3, by 9.00 a.m on 28th June 2017.
208
Corporate Information
NAME OF THE COMPANY HEAD OFFICE AND REGISTERED BANKERS
Royal Ceramics Lanka PLC OFFICE Commercial Bank of Ceylon PLC
10, R.A de Mel Mawatha, Hatton National Bank PLC
LEGAL FORM Colombo 03. Standard Chartered Bank Ltd.
Tel : 011 4799400 HSBC Ltd.
A Public Quoted Company with limited
Fax : 011 4720077 DFCC Bank PLC
liability incorporated Under the provisions
Email : ho.gen@rcl.lk Seylan Bank PLC
of Companies Act No. 7 of 2007
Website : www.rocell.com Bank of Ceylon
NDB Bank PLC
DATE OF INCORPORATION PABC Bank PLC
SUBSIDIARY COMPANIES
29th August 1990 Sampath Bank PLC
Royal Porcelain (Pvt) Ltd. MCB Bank Ltd.
Royal Bathware Ltd.
COMPANY REGISTRATION Royal Ceramics Distributors (Pvt) Ltd.
NUMBER Ever Paint and Chemical Industries (Pvt) Ltd.
PQ 125 Lanka Ceramic PLC and its subsidiaries
Nilano Garments (Pvt) Ltd
Rocell Pty Limited
NATURE OF BUSINESS
Rocell Ceramics Limited
Manufacture and sale of Porcelain &
Ceramic Tiles
ASSOCIATE COMPANIES
Delmege Limited
BOARD OF DIRECTORS
L B Finance PLC
Mr. K.D.D. Perera
Chairman
SECRETARIES
Mr. A.M. Weerasinghe P W Corporate Secretarial (Pvt) Ltd
Deputy Chairman 3/17, Kynsey Road,
Colombo 08.
Mr. M.Y.A. Perera Tel : 011 4640360-3
Managing Director (Appointed on Fax : 011 4740588
14.03.2017) Email : pwcs@pwcs.lk
Mr. T.G. Thoradeniya EXTERNAL AUDITORS

Director Marketing & Business Development
Ernest & Young,
Chartered Accountants
Mr. L.T. Samarawickrama
201, De Saram Place, P.O. Box 101,
Mr. G.A.R.D. Prasanna
Colombo 10.
Mr. R.N. Asirwatham
Mr. S.H. Amarasekara
Ms. N.R. Thambiayah
Mr. L.N. De S. Wijeratne
Mr. W.D.N.H. Perera
(Resigned w.e.f. 07.03.2017)
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ROYAL CERAMICS LANKA PLC

ANNUAL REPORT 2016/17

THIS YEAR WE ARE PROUD TO ANNOUNCE OUR CROWNING ACHIEVEMENT

VALUE CREATION FOR OUR STAKEHOLDERS REMAINS OUR PRIMARY FUNCTION

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About this Report

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About the Company

Royal Ceramics Lanka PLC

11.48% 68.22% 100%

Swisstek Lanka Tiles Vallibel

Swisstek Beyond 51% 100%

2017 Group Financial Highlights

2017 2016 Change Earning per Share (Rs.)

Net assets (Rs.) 159.14 132.05 21 30,000

Market value (Rs.) 119.00 100.10 19 25,000

Rs.17,477 mn Rs. 1,947 mn

Rs. 1,975 mn Rs. 2,394 mn

RS. Rs. 2,824 mn

I am delighted to report that the

As always one of our primary objectives

Group Profit after Tax increased to Rs. 4.5 billion

Managing Director’s Review

2016/17 was a year of challenges, both

Prizing operational efficiency, continuous

The Group has reported a Net Turnover of

We are proud to be the number 1 listed

The Group has reported a Net Turnover of Rs.

The imposition of anti dumping levies and

Managing Director’s Review

Innovation in terms of design has always Aravinda Perera

While Rocell offers an unparalleled range

To the CEOs and Management of all the

MR. HARSHA AMARASEKERA MR. L N DE S WIJEYERATNE

Aravinda Perera Tharana Thoradeniya Haresh Somashantha Nandajith Somaratne

Anura Jayatissa Dulanjana Silva Neil Bogahalande Kumudu Keerthirathna

Dhammika Ranaweera Wasantha Sarathchandra Sidath Rodrigo Thilini Guneratne

Shammika De Silva Upul Disanayake Chaminda Wijegunarathna

Management Discussion & Analysis

Value Enablers Value creation Value created

Manufactured capital Production of tiles and bathware

4 Innovation and growth

Consumer trust and value.

Consumer, retail, life style, healthcare and

Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Management Discussion & Analysis

Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Inculcate compliance to procedures Annual sales conference Enhance team work

Exit interviews upon resignation On the job orientations, employee

Annual staff performance review Performance appraisals and performance

Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Timely delivery of goods and services and

Guaranteed purchase volume to enhance

Communication Goals Channels of Communication Our Responses/Achievements in 2016/17

Staff volunteerism initiatives Donations of books to schools

Dialogue through network of showrooms Providing death donations to the low