In times of disruption, leadership is tested not by strategy alone, but by empathy, clarity, and action. In this edition of MiHCM Leadership Lens, we speak with Aqua Dynamics Ltd. Chief Human Resources Officer (CHRO) Manjula Kulathunga, a seasoned HR leader with over two decades of experience across diverse industries, about what it truly means to lead people through uncertainty.
From navigating the aftermath of a devastating cyclone to driving large-scale HR transformation in a traditionally structured manufacturing environment, Manjula shares grounded insights on resilience, employee care, and the evolving role of HR in a technology-driven world.
Drawing on real experiences, Manjula reflects on the balance between data and judgment, culture and systems, and why trust, accountability, and continuous learning remain timeless leadership principles.
This conversation offers a candid look at how HR leaders can combine compassion with structure, and technology with human insight, to build organisations that are not only efficient, but deeply people centred.
Following are excerpts:
Responding to crisis: Supporting employees through natural disasters
Sri Lanka recently experienced the devastating Ditwah cyclone. As the CHRO of your organisation, how did your company respond to support employees, and based on your experience, what has been most helpful in dealing with such crises?
Ditwah was indeed a major disaster for us. Our operations are based around Negombo, and nearly 95% of our 2,000 employees live in surrounding areas. Many come from modest living conditions, often close to rivers and flood-prone zones.
Out of our workforce, nearly 600 employees were directly affected. Around 320 homes were flooded, and in about 10–15 cases, employees lost almost everything and had to start over completely.
As a company, we made a conscious decision to redirect funds that were originally allocated for a large company event. Instead, we prioritised employee relief. Based on the severity of impact, we planned tiered financial assistance – up to Rs. 100,000 for severely affected employees, Rs. 50,000 for moderate damage, and Rs. 25,000 for minor damage. We are currently validating claims through documentation and local certifications to ensure fairness.
Beyond financial aid, we provided preventive medication to protect employees from post-flood illnesses, which were otherwise unavailable at the time. We also offered emotional and mental support through trained nurses and HR team members who could listen and provide reassurance.
Importantly, we ensured that any employee unable to report to work for a full week due to the disaster received full pay, without affecting incentives. Additionally, we partnered with a furniture provider to help employees replace essential items like beds and mattresses, with the company covering interest costs on instalment plans.
For us, it was about helping employees regain stability – not just financially, but emotionally and practically.
A 24-year HR journey across industries
You’ve spent over two decades in HR across multiple industries. How has that shaped your leadership approach at Aqua Dynamics?
This is my 24th year in HR, and I’ve had the privilege of working across manufacturing, healthcare, hospitality, automotive, telecommunications, and government-related sectors. I joined Aqua Dynamics eight years ago, which operates in a niche but high-demand manufacturing segment.
Working with multinational organisations exposed me to disciplined, trust-driven leadership styles – particularly in German-led management cultures where punctuality, accountability, and ‘walk the talk’ leadership are non-negotiable. These experiences deeply shaped how I approach HR leadership today.
Core values that guide leadership
What core values have guided you throughout your career?
Continuous learning is fundamental. You must always ask yourself how things can be done better or differently.
Accountability is another key principle. As HR professionals, the advice we give and decisions we make carry real consequences, so we must stand by them.
Respect is equally important – at every level. Whether it’s senior leadership or an employee facing a grievance or disciplinary matter, fairness and dignity must be consistent.
Finally, communication matters deeply. You must say what you do and do what you say. Consistency builds trust.
Transformative influences
Was there a particular moment or person who influenced your leadership journey?
Yes, there were two significant influences.
I originally came into HR from a mathematical and industrial management background, so I’ve always valued logic and rational thinking. Early in my career, I was encouraged to read ‘Winning’ by Jack Welch. That exposure helped shift my mindset from operational HR to leadership-level thinking.
Later, during my time at Hemas Hospitals, I learned the importance of structure, policies, and strategic HR. Those experiences transformed how I view HR’s role in shaping organisations.
The evolution of HR technology
HR tech has been changing rapidly in recent years. What are the most significant changes you’ve observed in the HR tech space?
When I started, we had only a few desktop computers. Today, people expect instant access to information. Automation, self-service, and real-time visibility are no longer optional.
Employees want autonomy – to apply leave, manage information, and access systems themselves. They also expect speed and flexibility, whether in recruitment, interviews, or everyday HR interactions.
Managing change in a traditional workforce
What are the challenges companies are facing when adopting new HR technologies, and how can HR leaders overcome them, especially when engaging with an older workforce?
At Aqua Dynamics, many managers have been with the company for over 20 years. When I joined, there was no attendance system, no formal performance management, and everything was paper based.
Convincing people to shift from manual processes to digital systems was challenging. However, strong leadership support, continuous training, and demonstrating value made the transition possible.
Today, systems provide visibility, accuracy, and confidence in decision-making – something that was extremely difficult with paper-based processes.
The power of data-driven HR
How important is data-driven decision-making in HR today?
It’s critical. Data helps us identify behavioural trends, absenteeism patterns, performance gaps, and workforce costs.
With historical performance data and integrated systems, we can plan succession, budgets, and workforce strategies with far greater confidence. Without data, meaningful long-term planning is almost impossible.
Engagement, retention, and culture
Aqua Dynamics’ high-tech manufacturing capabilities and versatility has placed it among the top players in its area of expertise – manufacturing custom-built and cutting-edge sports products. Together with the latest manufacturing techniques, the company places great value on highly skilled craftsmanship. What key HR strategies do you engage to ensure employee engagement and retention?
We consistently score high in employee engagement surveys and are recognised among the best employers in South Asia. Our culture is people centric. Leadership is approachable, communication is open, and we prioritise regular engagement activities.
Beyond that, we invest in employee welfare – from meals and transport to healthcare, insurance, and education support for employees’ children. These initiatives build long-term trust and loyalty.
Leveraging MiHCM to enable HR transformation
In terms of the MiHCM solutions that Aqua Dynamics has implemented, how have they supported your HR goals and what are the features that have been most impactful?
MiHCM helped us transition fully from paper-based processes to digital HR. We implemented attendance, core HR, payroll, performance management, and recruitment in phases.
The system improved discipline, transparency, and accountability – particularly in leave management, payroll accuracy, approvals, and reporting. Automated alerts and dashboards have empowered managers to act proactively.
Our next focus in partnership with MiHCM is learning and development, succession planning, and capability building – areas where technology will continue to play a key role.
Preparing for the next decade of HR
What HR trends should organisations prepare for in the coming decade?
Flexibility will be key – remote or hybrid work where possible, mobile-first platforms, and digital recruitment processes.
Learning must become more self-directed, with on-demand platforms replacing traditional classroom training. Accessibility, simplicity, and user experience will define successful HR systems.
Advice to aspiring HR professionals
Finally, what advice would you give HR professionals looking to thrive in a tech-driven future?
Understand your business first. Technology should support business needs – not drive them blindly.
Use data to inform decisions but balance it with experience and judgment. And always invest in continuous learning – both for yourself and your workforce.
HR must evolve from administration to strategy, enabled by the right technology and mindset.
