Indeewara de Mel
Most stories about large buildings focus on what can be seen. Glass facades. Lobbies. Views from the top. What tends to disappear from view are the systems that make those structures usable and safe. At Colombo City Center, one of Sri Lanka’s tallest mixed use developments, much of that invisible work fell to Hayleys Fentons Limited.
Founded in 1919, Hayleys Fentons Limited is one of the country’s oldest engineering firms. Widely recognised as Sri Lanka’s No. 1 MEP contractor, the company commands the nation’s largest engineering cadre. Its history tracks the growth of Sri Lanka’s built environment, from early mechanical work to solar, electrical, fire, and integrated building systems. The Colombo City Center project marked a turning point. It was the first major high rise undertaken after Hayleys PLC took control of the company in 2016, and it tested both scale and coordination.
The development rises 50 floors and combines retail space, residential apartments and a hotel. Hayleys Fentons Limited was responsible for two critical scopes. One involved the design and installation of the fire detection, protection and suppression systems. The other covered low voltage electrical systems across retail, common and residential areas. Together, they formed the backbone of the building’s safety and power infrastructure.
The fire systems alone were extensive. More than 17,000 sprinklers were installed, supported by over 6,500 pipe lengths and 25 fire pumps, some with capacities reaching 150 horsepower. The detection system included over 5,000 addressable devices linked to voice evacuation, two way intercoms and building management controls. In a building of this height and complexity, integration mattered as much as equipment. Fire alarms were linked to lifts, air handling units, access control and fire curtains, allowing coordinated responses during emergencies.
Electrical systems carried similar demands. Hayleys Fentons Limited handled power distribution, earthing, lightning protection, lighting and power outlets. Modular bus bar systems were used to distribute power from automatic transfer switches to distribution boards. Fire rated cables and type tested switchboards were specified to meet safety requirements. Facade lighting was linked to lighting control panels and connected to the wider building management system.
None of this work unfolded in a straight line. The project faced delays across all zones. Retail areas were held back by final finishes. Residential sections were slowed by the Easter attacks and the Covid 19 pandemic. The hotel component faced the longest pause, following supply disruptions and a change in hotel operator that introduced new compliance requirements. In total, some sections were delayed by years rather than months.
The company relied on layered oversight to manage this. Group management met monthly. MEP management teams reviewed progress each week. Project teams coordinated daily on site. Quality, health, safety and environmental controls followed ISO standards, with inspections carried out from material delivery through testing and commissioning. SAP systems were used to track costs and progress.
The result was not a headline grabbing story of speed or spectacle. It was the outcome. Systems that work. Power that holds. Safety measures that respond when needed. In projects like Colombo City Center, that is very much the measure of success.
