With Omega Line celebrating its 28th year in Sri Lanka, the company continues to operate as part of the Oniverse Group (formerly known as the Calzedonia Group), a global fashion enterprise with an integrated model that encompasses design, retail, and manufacturing across various international brands. The Group emphasizes that Sri Lanka remains a crucial component of its manufacturing network, bolstered by the nation’s long-standing expertise in intimate apparel, particularly in the production of technically demanding products such as bras, which require specialized skills, precision, and consistent quality. In this Q&A, Group President Dr. Sandro Veronesi discusses Sri Lanka’s ongoing importance, the challenges that need addressing, and the factors that will drive the next wave of investment.
Q: As Group President of Oniverse, with Omega Line now in its 28th year in Sri Lanka, how would you describe Sri Lanka’s role in your global manufacturing network today, and how has that role evolved?
A: Sri Lanka holds a specialized role for us, particularly in the production of underwear and bras, which are among the most challenging products to manufacture consistently well. Our model differs somewhat from many competitors because we integrate design, retail, and manufacturing, which demands stronger expertise and higher professionalism. Sri Lanka has supported this approach by providing the right ecosystem, skilled capabilities, and supplier depth for intimate apparel, enabling us to maintain quality and product differentiation as we expand globally.
Q: Felix Fernando was Omega Line’s first employee in 1999 and has just been elected Chairman of JAAF. What does this trajectory say about what you have built together and the depth of local leadership Sri Lanka can offer?
A: This reflects continuity, capability, and the strength of local leadership developed over time. We have grown significantly as a group, expanding from a small retail base to nearly 6,000 shops across brands. This growth relies on leaders who understand both global standards and local execution. Sri Lanka offers such depth. While labor costs are higher than in some markets, the professionalism and consistency here are not easily replicated elsewhere, supporting premium and medium-premium manufacturing.
Q: From an operator’s perspective, what are the biggest constraints in Sri Lanka that affect lead times, cost-to-serve, and consistency, and how would you rank them?
A: Logistics is a significant constraint today. Lead times to Europe have lengthened substantially compared to the pre-COVID period, influenced by global shipping disruptions and transit constraints, with Sri Lanka’s island location adding pressure due to fewer ships calling than before. The second issue is manpower, which is a global challenge, but remains crucial for ensuring stability, capacity, and quality over time. Cost pressures are also real, as consumer spending on garments is strained in developed markets and brands cannot freely increase prices.
Q: Omega Line supports brands like Calzedonia, Intimissimi, Tezenis, and Falconeri. How do product complexity, seasonality, and speed-to-market shape what you need from Sri Lanka as a manufacturing base? Which categories does Sri Lanka suit best today?
A: Product complexity heightens the need for precision, specialized skills, and reliable processes. This is where Sri Lanka excels, particularly in bras and intimate apparel where fit, structure, and material handling are critical. Speed-to-market and seasonality put additional pressure on lead times and supply chain coordination, so the advantage comes when manufacturing locations can respond with consistency and flexibility. For us, Sri Lanka’s strongest fit remains in technically demanding intimate wear and products where quality and craftsmanship are decisive.
Q: With European buyers and consumers placing more emphasis on traceability, responsible sourcing, and compliance, how is that changing the way you invest in manufacturing locations, including Sri Lanka? What capabilities must Sri Lanka strengthen to stay ahead?
A: Compliance expectations are influencing investment decisions across the industry, but Sri Lanka is well-equipped to meet these requirements. On safety, chemicals, and sustainability standards, the industry is capable and ready. The priority is to maintain this level consistently and support it with reliable systems, stable operations, and supply chain discipline, so Sri Lanka remains competitive as regulations evolve.
Q: Looking ahead 3–5 years, what would a “next wave” of investment in Sri Lanka look like for Oniverse, and what needs to happen for that to be viable?
A: We are already moving into the next wave with a major investment: a new plant in Sri Lanka to produce a capsule used in bras. The investment is approximately EUR 30 million. The aim is to enhance technology standards and improve safety across the board, including worker safety, fire safety, and stronger controls on potential pollution linked to materials. For long-term viability, the fundamentals matter: predictable operating conditions, stable policy and fiscal environments, and a business climate that supports multi-year investments.
Q: If you could deliver one practical message to Sri Lankan policymakers and industry leaders on making the country more attractive for long-term apparel investment, what would it be?
A: Provide stability in regulations, especially fiscal and operating rules. It becomes challenging for investors when regulations change during an investment cycle or while running long-term operations. Companies plan around predictable scenarios. When the rules shift unexpectedly, it adds risk, cost, and uncertainty. A stable framework supports sustained investment and job creation.
For Oniverse, Sri Lanka’s value lies less in being the cheapest option and more in being a specialized, professional manufacturing base for complex intimate apparel, supported by experienced local leadership. As global uncertainty and compliance expectations reshape sourcing decisions, the company’s message is clear: Sri Lanka can compete strongly in premium segments if it protects its strengths, addresses logistics and workforce constraints, and maintains stable, investor-friendly policy conditions.
Photo caption: Dr. Sandro Veronesi, President, Oniverse Group (formerly the Calzedonia Group)
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