The Group recorded revenue of LKR 60.04 billion for the year ended 31 March 2026, marking a 10 per cent year-on-year decline. The performance was affected by continued softness in international textile markets, reciprocal tariffs imposed by the United States and mounting pricing pressures in key export destinations, all of which contributed to lower sales volumes.

Gross Profit fell by 36 per cent to LKR 5.02 billion, reflecting the strain placed on manufacturing operations by reduced production volumes and underutilised plant capacity. The company also cited an unfavourable product mix and sustained pressure on selling prices as significant factors behind the contraction in margins.

Profit After Tax dropped sharply to LKR 54.7 million, representing a 98 per cent decline compared with the previous year. The Group attributed the fall primarily to higher rupee-denominated operating costs, provisions for doubtful debts and one-off restructuring expenses linked to right-sizing initiatives undertaken during the year.

Commenting on the results, Chairman Ajit Gunewardene said the year had been shaped by persistent global demand weakness and intense pricing competition across the sector.

“The year was marked by persistent global demand softness and pricing pressures, which impacted results. Despite this, we focused on operational efficiency, cost discipline, and strengthening our financial resilience. These actions position the Group to navigate ongoing uncertainty while remaining committed to long-term value creation for our shareholders,” he said.

Despite the difficult operating climate, the Group maintained a solid balance sheet position. Cash and cash equivalents stood at LKR 8.3 billion as at 31 March 2026, supported by disciplined working capital management and a strong liquidity base.

The Group’s net asset base increased by 3 per cent year-on-year to LKR 32.4 billion, while Net Asset Value per share improved from LKR 43.70 to LKR 44.91, signalling continued efforts to preserve shareholder value despite the industry downturn.

Industry analysts note that textile manufacturers globally continue to grapple with subdued consumer demand, inflationary cost pressures and geopolitical trade uncertainties. For export-oriented producers such as Teejay Group, the combination of tariff disruptions and weaker order volumes has intensified competition and placed margins under pressure.

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The HEINEKEN Company has formally inaugurated its Global Capability Centre (GCC) in Hyderabad’s financial district, underlining a significant strategic move by the Dutch brewing major as it deepens its engagement with India’s rapidly evolving business services landscape. With a legacy spanning more than 150 years and a position as the world’s second-largest brewer, the company’s decision signals growing confidence among multinational corporations in India’s ability to support complex, high-value global operations.

The new facility, spread across 76,000 square feet, was inaugurated by Telangana Industries Minister Sridhar Babu Duddilla, reflecting the state government’s ongoing push to attract global enterprises to Hyderabad. Designed as a strategic hub, the centre will deliver a range of services across finance, digital operations, technology and analytics, supporting HEINEKEN’s global business functions.

The launch represents HEINEKEN’s entry into India’s increasingly competitive GCC ecosystem, where multinational companies establish offshore centres to manage critical operations, innovation and support services. Hyderabad, in particular, has emerged as a preferred destination, thanks to its robust infrastructure, skilled workforce and favourable policy environment.

In its initial phase, the centre is expected to generate over 300 high-value jobs, spanning specialised roles in finance, data analytics, and digital transformation. Over the coming years, employment is projected to scale up to approximately 1,600 positions, underscoring the long-term commitment of the company to building a substantial operational footprint in the region.

Industry observers view the move as part of a broader trend among global corporations seeking to consolidate capabilities in strategic locations that offer both cost efficiencies and access to top-tier talent. India’s GCC ecosystem has evolved beyond traditional back-office functions to become a driver of innovation, with centres increasingly handling core business processes, advanced analytics and digital initiatives.

For Hyderabad, HEINEKEN’s investment adds further momentum to its reputation as one of India’s leading GCC hubs, alongside cities such as Bengaluru and Pune. The city’s financial district, where the centre is located, has become a focal point for global companies setting up large-scale operations, supported by strong connectivity, modern office infrastructure and a growing pool of technology professionals.

The Telangana government has actively courted such investments, positioning the state as a global business destination. The inauguration ceremony highlighted the administration’s commitment to fostering an environment conducive to multinational growth, with policies aimed at ease of doing business, talent development and innovation.

HEINEKEN’s new centre is expected not only to support its global operations but also to contribute to the local economy through job creation and skill development. As the company integrates its Hyderabad operations into its wider global network, the GCC is likely to play an increasingly critical role in driving efficiency, digital transformation and data-led decision-making across its international markets.

The move also reflects a shift in how global companies perceive India—not merely as a market for consumption, but as a strategic partner in delivering business excellence at scale. With its Hyderabad GCC, HEINEKEN joins a growing roster of multinational firms leveraging India’s capabilities to power their next phase of growth.

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Henrique Braun has officially taken over as Chief Executive Officer of The Coca-Cola Company, succeeding James Quincey, who will remain Executive Chairman. Braun assumed the role on 31 March 2026, bringing nearly three decades of global leadership experience across the company’s system.  

Braun’s appointment marks a significant leadership transition for the iconic beverage giant. Having joined Coca-Cola in Atlanta in 1996, he has built a career spanning North America, Europe, Latin America, and Asia, with roles in supply chain, marketing, innovation, and general management. His trajectory reflects a steady rise through the company’s ranks, culminating in his election as Executive Vice President in 2024 and subsequent service as Chief Operating Officer.  

Prior to that, Braun held pivotal international leadership positions, including President of International Development, where he oversaw operations across much of the world. He also served as President of the Latin America operating unit (2020–2022), President of the Brazil business unit (2016–2020), and President for Greater China & South Korea (2013–2016).  

Born in Brazil, Braun holds a bachelor’s degree in agricultural engineering from the Federal University of Rio de Janeiro, a Master of Science degree from Michigan State University, and an MBA from Georgia State University. A dual citizen of the United States and Brazil, he is widely regarded for his ability to navigate diverse markets and cultures, a skill set seen as vital for Coca-Cola’s continued global growth.  

Quincey, who has led the company since 2017, will remain closely involved as Executive Chairman, ensuring continuity as Braun takes the helm. The leadership change underscores Coca-Cola’s commitment to blending legacy with fresh vision, positioning the company for its next chapter in an evolving global marketplace. 

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As the world marked International Women’s Day, one of the most recognisable logos on the planet briefly turned upside down. The golden arches of McDonald’s—a symbol familiar across continents—were flipped into a “W,” transforming a global brand icon into a tribute to women.

The bold move began with a simple but powerful idea from a franchise owner in Lynwood, California. Patricia Williams, who owned and operated a local McDonald’s restaurant, decided to literally turn the brand on its head. By inverting the restaurant’s famous “M,” she created a striking “W” that stood for women—an unmistakable visual message celebrating their impact within the company and beyond.

For a brand whose golden arches have remained largely unchanged for decades, the decision was unusually daring. Corporate logos are among the most carefully guarded assets in the business world, often protected from even the slightest alteration. Yet for International Women’s Day, McDonald’s embraced the symbolic transformation.

The inverted arches appeared not only on Williams’ restaurant sign but also across McDonald’s digital platforms and select marketing materials. Social media profiles adopted the flipped logo, while branded packaging, crew shirts, and signage in some locations carried the “W.” The gesture was designed to spotlight the contributions of women working throughout the company—from restaurant teams to corporate leadership.

At the time, McDonald’s said women represented a substantial portion of its global workforce and leadership pipeline. The campaign aimed to acknowledge that influence while aligning with broader conversations about gender equality in the workplace.

For Williams, the idea was deeply personal. As a longtime franchisee and one of the few Black women operating McDonald’s restaurants, she understood both the opportunities and challenges women face in the fast-food industry. Flipping the arches was her way of celebrating those who had paved the way and those continuing to break barriers.

The visual impact of the reversed logo was immediate. Photos of the Lynwood sign spread rapidly online, prompting curiosity and discussion. Some observers praised the creativity and symbolism, calling it a clever way for a global brand to recognise women’s achievements. Others debated whether such symbolic gestures should be accompanied by deeper structural commitments to equality.

Regardless of perspective, the campaign achieved what many marketing efforts strive for: attention. The simple act of turning a familiar logo upside down sparked a global conversation about women’s representation in business and leadership.

Brand experts noted that the move worked precisely because it altered something so familiar. The golden arches are among the most recognisable corporate symbols in the world, representing thousands of restaurants in more than 100 countries. Changing that icon—even temporarily—was bound to capture public imagination.

International Women’s Day has increasingly become a stage for companies to express support for gender equality. But McDonald’s approach stood out for its visual simplicity. Instead of introducing an entirely new design, the brand transformed its existing identity with a single, symbolic twist.

Years later, the inverted arches remain one of the most memorable corporate gestures associated with the 2018 celebration. What began as a franchisee’s idea in a California restaurant became a global talking point—demonstrating the power of symbolism when paired with a message that resonates widely.

For one day, the arches that billions recognise as “M” told a different story. Turned upside down, they became a “W,” reminding the world that behind one of the largest restaurant chains on earth are countless women shaping its past, present, and future.

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