Dr Samantha Ratnayake in conversation with Ms Shivanthi Thevarapperuma, Managing Director of Ceylon Oxygen Ltd
In today’s complex and fast-evolving business environment, leadership demands more than strategic competence—it calls for discipline, adaptability, and a deep sense of purpose.
In this exclusive Leadership Dialogue with Global CEO Magazine, Dr Samantha Ratnayake engages Ms Shivanthi Thevarapperuma, Managing Director of Ceylon Oxygen Ltd, in a compelling conversation on navigating global standards, operational excellence, and mindful leadership.
Drawing from her experience within a leading multinational, she reflects on building trust-driven cultures, maintaining uncompromising safety standards, and leading with calmness and clarity. Her insights offer valuable lessons for both established leaders and the next generation of aspiring professionals.
Could you briefly share your career journey and current role?
Shivanthi Thevarapperuma:
Thank you for the invitation. I currently serve as the Managing Director of Ceylon Oxygen Ltd. I hold a Bachelor of Commerce from the University of Colombo am a member of CIMA (UK), and have completed my MBA at the Postgraduate Institute of Management, of University of Sri Jayewardenepura.
I have also had the privilege of serving as the Past President of the PIM Alumni Association for 2022–2023. My journey has been shaped by both academic grounding and practical leadership experience.
Leadership is in sharp focus today. How would you define your leadership philosophy, particularly as a woman leader?
Shivanthi Thevarapperuma:
Leadership is not something that happens overnight—it is a journey of transformation. One must begin with self-awareness, understanding both strengths and weaknesses to evolve from being a manager into a leader.
My strength lies in building strong, capable teams and fostering a culture that enables people to grow. Communication is critical—especially the ability to listen. Trust is built through effective communication, and trust ultimately drives long-term employee retention.
Equally important is having a strategic outlook and the ability to adapt. These elements, in my view, are essential for navigating leadership successfully.
As a leader in a multinational organisation, how do you balance local and global demands?
Shivanthi Thevarapperuma:
Ceylon Oxygen Ltd is part of the Linde Group, a global leader in gases and engineering. This affiliation exposes us to global best practices and strategic thinking.
We operate under stringent international standards, particularly in safety. Our processes, protocols, and standard operating procedures comply with global benchmarks such as the European Pharmacopoeia.
One of the most valuable aspects of being part of a global organisation is our uncompromising stance on safety. We do not compromise safety for commercial gain. That principle defines our culture and guides our decisions.
Could you share examples of leadership decisions where safety and growth had to be carefully balanced?
Shivanthi Thevarapperuma:
Certainly. One key area is the handling of high-pressure gas cylinders, particularly in hospitals. Many local practices were not aligned with global safety standards.
We took the initiative to conduct training programmes for hospital staff—including nurses, doctors, and handlers—to ensure proper understanding of the risks involved. We also engaged with decision-makers at senior levels to embed a culture of safety.
Another significant contribution was introducing vertical transportation of cylinders using cages. This reduces the risk of accidents, as improperly handled cylinders can become extremely dangerous.
These initiatives required investment, advocacy, and persistence—but they have contributed to raising safety standards across the industry.
You are also known for your interest in mindfulness and spirituality. How does this influence your leadership?
Shivanthi Thevarapperuma:
I believe leadership extends beyond professional roles. Our positions are only one phase of life. Being spiritually grounded helps shape how we treat others and how we make decisions.
Calmness is particularly important. In times of uncertainty, a calm mind allows for clearer thinking and better decision-making.
For me, spirituality has been instrumental in maintaining balance, resilience, and perspective as a leader.
As a final takeaway, what advice would you offer to CEOs and aspiring women leaders?
Shivanthi Thevarapperuma:
My advice is simple: do not rush and do not take shortcuts. You must earn your progress.
At PIM, we learned the importance of the “three Bs”—being brilliant in your basics. This is fundamental to leadership. Understanding people is equally important, and a basic knowledge of psychology can be highly valuable.
Young professionals today often expect rapid progression, but leadership requires patience and depth. You must be prepared for the responsibilities that come with the role.
For women leaders in particular, I would emphasise meritocracy. Never rely on shortcuts. Deliver value based on your capability and integrity.
Closing Note
This insightful dialogue underscores that effective leadership is not merely about authority, but about discipline, empathy, global awareness, and inner balance. Through her journey, Ms Shivanthi Thevarapperuma exemplifies how purpose-driven leadership can create lasting impact—both within organisations and across industries.
