At the recently held National Project Management Excellence Awards 2025, Asia Asset Finance (AAF) secured four awards across its operations. The recognition drew attention because the wins covered different parts of the organisation, from innovation to CSR to internal process design. Together, they showed a year marked by system changes, tighter workflows, and a wider community footprint. These projects also pointed to where the company is placing its effort as it adjusts its internal structures. Rajiv Gunawardena, CEO of Asia Asset Finance, shares how each project was built and why these shifts matter for the organisation’s direction.
AAF received recognition in four categories at the NPME Awards. What operational strengths or recent priorities do these awards reflect?
The recognition reflects progress across several core areas of our operations. We received Gold for Innovation, Gold for CSR, Silver for Lean, and Bronze for Digital Transformation. Each project focused on a different part of how we work, from technology and community engagement to process and people. Together, they show a disciplined approach to improvement, built on structure, accountability, and purpose. For our teams, these awards validated a shared belief that consistent effort and clear goals lead to lasting results.
The Innovation Gold was awarded for AMIE, the internal policy engine. What operational problem did the system solve, and how does it function today?
AMIE, short for Advanced Management Intelligence Engine, was developed in-house to solve a long-standing challenge: policy accessibility. Employees once had to search through folders or intranet pages to find compliance or HR guidelines, which could take up to 20 minutes. We built AMIE to make that process instant. It now provides policy-approved answers in less than 25 seconds. The system is auditable, accurate, and updated regularly. For us, innovation means finding practical ways to make work simpler and more transparent. AMIE is an example of how technology can support governance when applied with purpose.
The CSR Gold award recognised the Hetata Atak program. What were the programme’s objectives, scope, and measurable outcomes during the past year?
Hetata Atak is a long-term sustainability and community program led entirely by Asia Asset Finance. It tackles issues such as waste management, reforestation, sustainable agriculture, and clean water access. Over the past year, the initiative reached eight provinces and included efforts like rural water projects, public transport clean-ups, and large-scale campaigns at Adams Peak. Managed and funded solely by our teams, the program adapts each year to new community needs. The Gold award for Best Managed CSR Project recognised that structured and measurable CSR initiatives like Hetata Atak can create lasting national value when driven by consistency and purpose.
The Lean Silver was awarded for the fuel reimbursement project. What process inefficiencies were identified, and what changes delivered measurable improvements?
The Fuel Reimbursement Process Digitalisation project addressed a slow and heavily manual process that required multiple approvals and long turnaround times. On average, it involved about 17 hours of manual work and took nearly a month to complete. Using Lean principles, we restructured the workflow and introduced automation with real-time fund transfers. Today, reimbursements are completed in under 2 minutes. The project improved both efficiency and employee experience, reflected in a 98% satisfaction rate. It showed that internal process redesign can deliver impact on par with customer-facing innovation.
The Digital Transformation Bronze award was for the paperless recruitment platform. What aspects of the hiring process were redesigned, and what outcomes followed?
We wanted recruitment to reflect how we operate as an organisation, in a modern, transparent, and data-driven manner. The new paperless recruitment and onboarding platform reduced the process to 15 steps, introduced remote onboarding, and gave full visibility to both candidates and HR. It also delivered measurable results, saving about Rs. 4.1 million annually while improving control and consistency. Today, every stage of hiring, from application to onboarding, is managed digitally. It is a step toward making Asia Asset Finance a more connected and efficient workplace.
These four projects cover innovation, CSR, process redesign, and HR digitalisation. What common principles or operational frameworks guided their development?
The foundation for all four projects was discipline and purpose. Discipline gave each project structure, accountability, and clear timelines. Purpose ensured that every action served a meaningful outcome. Whether the work involved technology, CSR, or process improvement, we stayed focused on why it mattered and who it benefited. That consistency has shaped our culture. Our teams know that excellence is something that’s engineered.
Do these projects correspond to any broader organisational strategy or ongoing transformation effort within AAF?
These projects form part of our broader organisational transformation. Asia Asset Finance has operated in Sri Lanka for over five decades, backed by Muthoot Finance and rated Fitch A+(lka). With more than 100 branches, our scale brings both responsibility and reach. The same principles guide our digital, community, and operational work. Through the LuckEwallet platform, we have expanded financial access to thousands of customers. Our CSR programs focus on measurable, long-term community outcomes, while internal reforms show that efficiency and empathy can work together. All these efforts serve one goal: building trust through consistency and transparency.
What upcoming projects or priorities is AAF currently planning in areas such as digital systems, CSR, and operational efficiency?
Our next phase combines innovation with sustainability. We are investing in AI-driven customer analytics, green finance solutions, and digital services that improve financial access. At the same time, Hetata Atak will continue as an annual program with new focus areas each year. For 2026, the plan includes expanding rural water projects, reforestation work, and school-based awareness initiatives. Our aim is to grow responsibly, ensuring that technology and social commitment in equal measure to move forward together.
From a leadership standpoint, what lessons or organisational insights emerged from managing these four projects?
These projects reminded me that progress is always a collective effort. Watching our teams take the stage, I saw what shared commitment looks like. The recognition belongs to everyone who stayed focused and delivered with consistency. For me, the main insight was simple: success grows when purpose and discipline move together. When people believe in the work they do, even complex change becomes achievable.