Founded in 1897, A. Baur & Co is one of Sri Lanka’s oldest companies, with operations spanning agriculture, healthcare, consumer goods, industrial solutions, tourism and education. Its long history includes early innovations in mechanized farming and public health. Rolf Blaser, appointed Chief Executive in 2018, was drawn not by nostalgia but by the company’s record of innovation.
In this interview, Blaser explains how he approaches leadership in a legacy organization, where the challenge is not only to modernize but to do so without losing the edge that built the company in the first place.
He begins by explaining what attracted him to the role in the first place:
What drew me to Baurs was its mindset. Despite being over 125 years old, the company was not relying on its legacy. It was looking ahead, investing in innovation and technology, and willing to challenge its business models, and I wanted to be part of it. However, Baurs has a long history of innovation.
In 1901, it became the first company in Sri Lanka to build a private railway track to transport fertilizer when rail was still seen primarily as a means of passenger travel. One year after World War I, Baurs brought the first tractor to Sri Lanka, which was manufactured by Henry Ford in Ireland. In 1968, during the Green Revolution, the company introduced the country’s first paddy harvester at its own Polontalawa Estate.
I was not drawn to Baurs solely because of its track record. I was drawn to its willingness to take risks, adapt, and invest in long-term solutions for Sri Lanka.
The company’s focus on diversification and innovation started decades ago. In 1945, facing a national health crisis, Baurs imported DDT to combat malaria-carrying mosquitoes, contributing to public health efforts. That same year, it entered pharmaceutical imports and distribution, becoming one of the country’s earliest private-sector players in healthcare.
This mindset continues today. For Baurs, success is not just about selling products. It is about addressing real challenges faced by real people.
One significant milestone in recent years was the launch of Sri Lanka’s most advanced automated fertilizer blending plant, a technological marvel designed to drive precision farming and reduce environmental impact. The goal was to apply Swiss engineering excellence to agriculture in a way that could match global benchmarks.
In 2020, Baurs introduced Sri Lanka’s first biopesticide targeting the Fall Armyworm, which had become a serious threat to food security. The solution combined biotechnology and sustainability to support the farming community.
In 2023, Baurs launched the country’s first ISO-certified Organic Fertilizer Laboratory. This initiative promotes sustainable agriculture by enabling traceability, quality control, and confidence in organic inputs.
The company has recently developed super urea, a more efficient version of conventional urea. It reduces nitrogen loss, improves crop productivity, and supports farmer incomes. This aligns with the Colombo Declaration, which aims to reduce nitrogen waste by 50% by 2030.
You’ve been instrumental in leading Baurs into a new era of digitization and innovation. What was your vision when you took on this role?
My vision has always been to transform Baurs into a company prepared for the future. Innovation and digitization are not passing trends. They are essential. We adopted SAP S/4 HANA to become a data-driven enterprise, and we now use technology not only to improve internal processes but also to deliver greater value to customers and communities.
We are also building a culture that accepts and adapts to change. At Baurs, every innovation must serve a clear purpose, whether supporting farmer livelihoods, improving access to healthcare, or helping the next generation build relevant skills.
Beyond agriculture and pharma, Baurs is also involved in education and hospitality. Can you tell us about the Swiss Hotel Management Academy (SHMA)?
We launched the academy in 2021 to address a gap in hospitality training in Sri Lanka. In partnership with Switzerland-based Ecole Hôtelière de Lausanne, the academy offers globally recognized qualifications and follows an apprenticeship-based learning model.
It has since become a leading institution in the country. It has been rewarding to see our graduates find opportunities in hotels across Asia and Europe. In 2024, SHMA joined hands with Cinnamon Hotels and Resorts to deliver its programme through the Cinnamon Hospitality Academy.
Looking ahead, where do you see Baurs in the next five years?
We are focused on scaling sustainable agriculture, expanding our pharmaceutical presence, and advancing climate-smart innovation. We also continue to invest in people, including our employees, partners, and the communities we serve.
Baurs has a history of integrity and innovation. We are building on that legacy by becoming more digitally enabled, environmentally conscious, and purpose-driven.
How would you describe your leadership philosophy?
Leadership requires clarity, purpose, and adaptability. It involves empowering teams, encouraging new ideas, and making changes when necessary.
At Baurs, we focus on continuous reinvention because leadership shapes what comes next. Our work is at an early stage, and we do not aim for incremental change but for transformational impact across industries and communities.
While many organizations look at the past, Baurs focuses on the future, pursuing innovation, diversification, and leadership with a clear sense of direction. We’re not here to preserve history. We’re here to make it count.
A strong foundation only matters if it supports what comes next. That is why we are committed to building on Baur’s legacy to ensure innovation stays relevant and delivers real value.