Udayapriya IMBULPITIYALAGE
Group Head of Human Resources & Administration
Global Rubber Industries (Pvt) Ltd & Global Group of Companies
Udayapriya IMBULPITIYALAGE is an accomplished HR leader with over 18 years of experience in local and multinational organisations. As Group Head of Human Resources & Administration at Global Rubber Industries (GRI), he has successfully aligned human capital strategies with business objectives, driving HR transformation and fostering a high-performance culture. One of Udayapriya’s key achievements was leading the development and implementation of a cuttingedge Performance Management System (PMS) at GRI. Faced with a growing organisation and outdated systems, he introduced the Objectives and Key Results (OKR) framework, aligning individual and team performance with measurable business outcomes. This shift promoted transparency, accountability, and continuous development, enhancing productivity across departments. Through collaboration with senior leaders, Udayapriya integrated the new PMS with talent management and leadership development, creating a seamless growth cycle. His approach helped overcome resistance to change by facilitating training sessions and feedback channels. By focusing on measurable outcomes such as employee satisfaction and productivity, Udayapriya ensured the success of the PMS, positioning GRI as a preferred employer and reinforcing HR as a strategic business partner. His leadership continues to drive GRI’s success in a competitive global market. Speaking with TradeFlock, this dynamic HR leader shares further details about his journey so far.
How has your transition to GRI influenced your leadership style?
Transitioning from multinational organisations to GRI was a transformative journey that reshaped my leadership style. In multinationals, leadership was process-driven and hierarchical, whereas GRI’s dynamic, locally focused environment required adaptability. I learnt to tailor global frameworks, like performance management systems, to align with GRI’s unique culture and objectives.A key lesson was the power of employee empowerment. Unlike rigid, top-down structures, I fostered open communication and autonomy, particularly when implementing OKRs. This encouraged ownership and innovation, driving business success.Building high-performance teams became a priority, emphasising collaboration, inclusivity, and leadership development. My experience reinforced the need to align HR strategies with business goals to drive growth and sustain a high-performance culture.
How do you define a high-performance culture, and what are its key ingredients?
The team is an integral part of my life. A high-performance culture is built on trust, collaboration, accountability, and a shared commitment to excellence. It empowers employees, fosters innovation, and ensures alignment between individual contributions and organisational goals. A diverse team is more than a collection of individuals—it’s a driver of performance and innovation. Inclusion unlocks this potential by engaging talent, valuing diverse perspectives, and encouraging fresh ideas. At GRI, we define a “constructive” high-performance culture as one rooted in integrity, collaboration, and ethical, sustainable practices. Leadership plays a crucial role by modelling behaviours, mentoring teams, and investing in continuous development. Talent growth is a priority at GRI, with structured training programmes supporting career advancement. Ownership and accountability promote transparency and trust, while recognition and feedback boost motivation. Cross-functional collaboration fuels innovation, and a growth mindset ensures adaptability. By embedding these principles, we cultivate a resilient, highperforming culture that drives long-term success and continuous growth.
How do you balance HR’s strategic and employee well-being roles?
Balancing HR’s strategic role and employee wellbeing is essential for sustainable growth. At GRI, aligning HR strategies with business objectives ensures both performance and employee health. As a strategic partner, HR drives growth through talent acquisition, leadership development, and succession planning. A data-driven recruitment strategy and leadership pipeline helped scale GRI while maintaining cultural alignment. On the well-being side, I introduced wellness programmes, flexible hours, and mental health support. Regular check-ins and open-door policies fostered trust. To integrate both roles, we embedded wellbeing into performance management and recruited talent aligned with our values. Tracking metrics like satisfaction, turnover, and productivity ensures a thriving, engaged workforce and long-term success.
How is HR evolving with technology and automation, and how are you preparing for this shift?
As technology and automation continue to transform the workplace, HR at GRI is evolving to become more data-driven and strategic. We leverage Power BI dashboards to analyse data from our HRIS and performance management systems, enabling real-time insights for workforce planning, performance evaluations, and decision-making. Our performance management system allows us to track employee progress, assess skills, and make informed talent development decisions. By automating data analysis and reporting, HR can focus more on employee engagement, leadership development, and continuous improvement. To keep up with this digital shift, we are upskilling our HR teams in data analytics and technology-driven decision-making. This ensures that we maximise the potential of our existing HR technologies, improving efficiency while maintaining a strong human-centric approach to talent management. Despite automation streamlining many processes, we remain committed to fostering a supportive workplace culture, where employee well-being, leadership, and strategic workforce planning remain our top priorities.
