for inflight retailing or for any retailer. And we have got to respect the terms and conditions with which we trade.
“Suppliers are the most important link in the whole chain. And therefore, when terms are agreed, I honour the terms. I do not delay their payment. I have never delayed.
“So in other words, we stay on time and we respect our suppliers. They give us good terms, and if they have given us good terms, then we have to honour those terms, stay on time.
“That’s number one. Number two, I also do one thing more, because there are buy-back processes in all the inflight retail contracts [sale or return -Ed].
“And I work very hard to ensure that I do the least amount of returns to our suppliers.
“That’s because I understand their concerns that they sell something to a retail customer, then suddenly they get old stuff coming back. And it throws their whole P&Ls out of sync.
“It’s about understanding their concerns. I have put certain controls in place with my organisation so that we cannot send any returns to suppliers until I have signed them off.”
What the future holds
Thirty years is a long time in retail. The ambitious young man from a small Asian island country all that time ago has grown into the elder statesman of inflight retail.
So what does the future hold for Rakhita Jayawardena?
He pauses for a moment, then answers: “You know, the word contentment is very, very important. But it’s a word that people do not always come to terms with.
“We talk of success, we talk of achievement. But if you can achieve contentment in your life, then, I believe, you’ve got a good balance.
“So after having developed the largest inflight retail and supply company in the world; having done a similar thing with the UK; and having pioneered some smaller airline business in Asia, as well as enjoying the relationships and friendships I have developed over the years, I am content.
“I’m in the business that I love, right? I’ve achieved a level of contentment.”
Mr Jayawardena is convinced that the industry as a whole, and not just individual companies, should emphasise Corporate Social Responsibility more – and do much more on a collective basis.
“We are all the time hammered with threats to cigarettes, liquor and so on. We are always fighting battles in various markets,” he said.
“But we should do more that is positive as an entity, like maybe giving eyesight to those who can be cured or prevented from blindness.
“If we could really build up a big momentum and go to the developing countries and give people eyesight, my goodness me, wouldn’t that be amazing?”
Feedback: rachnal@fijisun.com.fj