For almost a decade, the Hingurana Sugar Factory in Ampara stood as a stark reminder of what had been lost. Established in 1959 as a state-owned enterprise and later privatised in 1991, the factory endured years of declining investment before operations were halted by the Government in 1997.
For thousands of sugarcane farming families across the Gal Oya region, the closure had consequences far beyond the factory gates. With the plant serving as their only major buyer, farmers suddenly lost a dependable market for their crops. Cultivated land was left unused, while many families shifted towards paddy cultivation and temporary employment to sustain their incomes.
A Partnership Built on More Than Capital
The significance of the Gal Oya experience lies not simply in the factory's reopening, but in the partnership model behind its revival.
In 2007, the Government of Sri Lanka entered into a landmark Public-Private Partnership (PPP), retaining a 51% stake while Brown & Company PLC and LOLC Holdings PLC jointly took the remaining 49% and assumed operational responsibility for turning the dormant facility around.
Bringing a factory that had remained inactive for nearly a decade back into operation required extensive rehabilitation. Irrigation canals had become silted, roads had deteriorated and much of the machinery required major repairs or replacement.
Yet restoring the physical infrastructure was only part of the challenge. Rebuilding confidence among farmers proved equally important.
Many farmers had already experienced the uncertainty of an industry that once provided a stable livelihood before disappearing. Regaining their trust required a sustained commitment from the private partners, including technical assistance, quality seed cane and fertiliser, machinery support and an assured and fair price for harvested sugarcane.
The approach reflected a more structured private-sector operating model being applied to a state-owned asset. Browns and LOLC introduced project management practices, financial and regulatory compliance standards associated with listed companies, and governance systems designed to provide greater confidence to both farmers and the Government.
The Gal Oya experience has subsequently been viewed as an example of how PPP structures can potentially be used to rehabilitate dormant state assets, combining public ownership with private-sector operational expertise and long-term investment.
From Ruin to Regional Reference Point
The transformation extended well beyond simply restarting the old sugar mill.
Machinery that had deteriorated over decades was replaced with modern, computerised processing systems, while the operation expanded beyond conventional sugar production into a broader agri-industrial model.
Today, Gal Oya Plantations cultivates approximately 8,500 hectares and directly employs around 1,300 people. It also works with approximately 8,000 farmers through active cultivation partnerships.
The operation has expanded its activities to include sugar production alongside ethanol, power generation and bio-fertiliser, creating multiple avenues for value generation from the agricultural process.
Its economic impact now extends beyond the factory and farming communities directly involved in production, with the wider ecosystem estimated to benefit more than 30,000 people across the region.
What began as an effort to restore an abandoned industrial facility has therefore evolved into a broader regional economic platform — reconnecting farmers with a reliable market while creating employment, supporting agricultural activity and demonstrating how a carefully structured public-private partnership can extend beyond physical revival to wider economic renewal.