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India who are due to make a two-Test tour to Sri Lanka next month will play a 4-day warm-up game leading up to the series.

The warm-up match will take place at the NCC grounds from 7-10 August.

The two-Test series which is part of the ICC World Test Championships starts on 15 August at the Galle International Cricket Stadium.

The second Test will be played at the SSC grounds from 23-27 August.

Business autobiographies often follow a familiar pattern. They recount the milestones, the setbacks and inevitably, the success that followed. Made in Nepal certainly does all of these things. Yet what surprised this reader most was that it is not really a book about becoming Nepal’s first dollar billionaire. Instead, it is a reflection on what it means to build something enduring from a place the world has too often overlooked.

The book begins, as many family businesses do, with family itself. Chaudhary reflects on his family’s early years with a refreshing honesty, painting a picture of a Nepal that feels worlds away from today’s increasingly global economy. These opening chapters are among the book’s most engaging. They are personal, grounded, nostalgic and offer a glimpse into the values that would later shape one of South Asia’s most successful business groups.

From there, the story gathers momentum, demonstrating remarkable commercial foresight. Readers follow the evolution of a local enterprise into a global conglomerate, with Wai Wai noodles becoming the catalyst for a much larger journey across industries, borders and generations. Chaudhary refused to believe that geography should define ambition. The title Made in Nepal ultimately becomes more than a reference to place; it becomes a statement of confidence.

Gen Z’s have come of age in an era defined by rapid technological change, start-up culture and the pursuit of disruption. We are conditioned to measure success by speed and admire businesses that scale overnight and founders who redefine industries before the age of thirty. Made in Nepal presents a compelling alternative. It reminds us that some of the most meaningful businesses are built patiently, through decades of disciplined decision-making, calculated risk-taking and an unwavering commitment to the long term, irrelevant of political instability, economic uncertainty and changing markets. There is a quiet confidence throughout the book that success rarely follows a linear path. Instead, it is built incrementally, often through consistency rather than spectacle. For Gen Z readers accustomed to carefully curated stories of instant achievement, this perspective serves as both a refreshing reminder and an important reality check.

What stood out throughout the book was Chaudhary’s deep belief in family-not only as the foundation of his success, but also the future of the business itself. Chaudhary writes openly about the trust he places in each of his three sons, giving them the autonomy to lead their respective verticals while remaining their anchor. Chaudhry demonstrates succession planning that feels both timeless and progressive, reminding us that preserving a legacy is not about holding on too tightly, but about giving each generation the confidence, responsibility and space to leave its own mark.

The book focuses more on business philosophy rather than solely on the author’s personal life. Similarly, those expecting a step-by-step entrepreneurial guide may discover that the lessons are presented more through reflection than instruction. However, this is entirely consistent with the book’s purpose. It seeks less to provide formulas for success and more to encourage readers to think differently about building institutions that endure

Another theme that runs consistently throughout the book is identity. In an increasingly globalised world, businesses often feel pressure to distance themselves from their origins in pursuit of international relevance. Chaudhary takes the opposite approach. Rather than seeing Nepal as a limitation, he positions it as an integral part of the company’s identity. Through his own journey, Binod Chaudhary presents a narrative that extends beyond personal success, inviting readers to consider how resilience, ambition and identity can coexist in the making of a global enterprise. The message conveyed is that opportunity today is less about where one begins and more about the mindset with which one approaches the world.

Another noteworthy aspect of the memoir is its treatment of leadership. Rather than portraying leadership as authority or visibility, Chaudhary presents it as responsibility. Throughout the memoir there is a recurring emphasis on relationships, trust, adaptability and reliability-qualities that cannot be measured on a balance sheet and rarely dominate headlines but often determine whether businesses endure across generations. His reflections suggest that the true measure of leadership lies not simply in growing an organisation, but in creating one capable of outlasting its founder. To a generation that values authenticity, these lessons feel particularly relevant at a time when leadership is often measured by curated visibility rather than substance.

Cover of Nepalese billionaire and Chaudhary Group Chairman Binod Chaudhary’s latest book ‘Made in Nepal’

For Gen Z’s, many of whom increasingly aspire to lead organisations with both commercial and social impact, Chaudhry’s approach feels particularly relevant. The book subtly argues that profitability, sustainability and purpose can exist in unison. Long-term success emerges when businesses contribute meaningfully to the communities, employees and economies that support them.

If there is one observation to make, it is that the narrative occasionally moves too quickly through some of the Group’s defining milestones, leaving the reader wanting deeper insight into the strategic thinking behind its decision making. The book focuses more on business philosophy rather than solely on the author’s personal life. Similarly, those expecting a step-by-step entrepreneurial guide may discover that the lessons are presented more through reflection than instruction. However, this is entirely consistent with the book’s purpose. It seeks less to provide formulas for success and more to encourage readers to think differently about building institutions that endure.

Ultimately, Made in Nepal succeeds because it is not simply a memoir about one entrepreneur’s success. It is a thoughtful reflection on ambition, resilience and the quiet discipline required to build institutions that stand the test of time. Long after the financial milestones have faded from memory, what remains is a philosophy of building-one rooted in patience, integrity and an unwavering belief that world-class businesses can emerge from anywhere.

For a generation often encouraged to chase the next big thing, Made in Nepal is a timely reminder that there is equal value in building something that will still matter fifty years from now.

Binod Chaudhary will be a featured speaker and panellist at the Colombo Literary Festival 2026 on the 24 and 25 July 2026.

(The reviewer is a Director of the Galle Face Hotel and Galle Face Group Hospitality. She focuses on strategy, brand development and the long-term positioning of the Group’s hospitality portfolio. As part of a third-generation family business, she has a particular interest in leadership, legacy and institutional stewardship)

Hafele, a global leader in intelligent interior solutions with a legacy of over 100 years, proudly announces its new partnership with Damro, one of Sri Lanka’s most trusted and prominent modern retailers. This collaboration marks a significant expansion of Hafele’s retail presence across the country, enabling customers to experience a curated selection of Hafele home appliances at Damro’s largest and most visited Mega Showrooms.

Through this partnership, Hafele’s Appliances are now available across 15 Damro Mega Showrooms located in key cities including Colombo, Kandy, Galle, Matara, Kurunegala and Jaffna, further extending the brand’s reach through Damro’s extensive retail network across Sri Lanka. The products featured in these showrooms include hobs and hoods, ovens, microwaves, dishwashers, and induction hobs, all designed to combine cutting-edge technology with functionality. Each appliance reflects Hafele’s commitment to quality, modern design, and enhanced usability, allowing Sri Lankan customers to transform their kitchens and homes with smart, stylish solutions.

Hafele has long been recognised in Sri Lanka for its extensive portfolio of architectural hardware, furniture fittings, lighting, and appliances, supported by a strong service network. Initially focused on project sales, the brand has steadily expanded its presence through showrooms and retail partnerships, making world-class interior solutions more accessible to a broader audience.

Hafele South Asia Managing Director Frank Schloeder said: “We are delighted to collaborate with Damro, a brand synonymous with trust and quality across Sri Lanka. This partnership allows us to reach more customers and offer them direct access to our premium appliance range. Together, Hafele and Damro will provide unmatched convenience, choice, and design excellence for modern homes across the country.”

Damro Director Calvin Croner added: “At Damro, we are committed to offering our customers products that represent the highest standards of excellence and value. Hafele’s strong German heritage and reputation for intelligent interior solutions make it an ideal partner for us. We are pleased to bring Hafele’s premium appliance range to our customers through our Mega Showrooms across Sri Lanka, providing them with greater choice and access to world-class kitchen solutions.”

The collaboration with Damro reinforces Hafele’s commitment to making premium interior solutions available nationwide. By leveraging Damro’s established retail network, Hafele aims to offer customers an immersive product experience, allowing them to explore, interact with, and choose appliances that best suit their lifestyles.

Following three days of intense competition in the first five matches of the Lanka Premier League (LPL) sixth edition at the SSC grounds, the roadshow now moves to Dambulla where the next nine games will take place till 26 July.

Kandy Royals without a win after two matches will be hoping to turn the tide in their favour when they confront Dambulla in the first match at the Rangiri Dambulla Cricket Stadium today.

Kandy Royals has had such a bad run that their captain Angelo Mathews has branded them as being “unprofessional” following repeated mistakes in the two games played so far. They are the only team without a win after the first round of matches. It’s not that Kandy Royals have not been posting the required totals on the board, but it is their wayward bowling and poor fielding that has let them down badly.

Galle Gallants is the team that is riding high at the moment with two wins out of two games which includes a comprehensive 36-run win over the defending champions Jaffna Kings in the tournament’s curtain-raiser match. Led by former Sri Lanka white ball captain Dasun Shanaka they have become a force to be reckoned with. The captain has led Galle Gallants from the front with his inspirational batting and bowling. They have a varied bowling attack with seamers Eshan Malinga and Pakistanis Mohammad Nawaz and Akif Javed and the leg-spin of Vijayakanth Viyaskanth to complement their solid batting line-up. For Charith Asalanka, the former Sri Lanka white ball captain who has lost his place in the national T20I side, the LPL is a good opportunity for him to perform and earn a recall for the tour of England in September where Sri Lanka is scheduled to play three T20Is.

Dambulla Sixers, the only other team apart from Galle Gallants to top 200 runs in an innings and have a plus net run rate, are locked on two points with Colombo Kaps and Jaffna Kings who both have minus net run rates.

Caught on a slow track Dambulla Sixers led by Dinesh Chandimal were bowled out for the lowest total so far – 130 to hand Jaffna Kings their first win. The win was contrived by their captain Bhanuka Rajapaksa who followed his team’s disciplined bowling, with a captivating knock of 61* off 37 balls on a pitch where no batsman made more than 27.

Dambulla Sixers who started off in style posting over 200 against Kandy Royals with South Africa’s top order batter Reeza Hendricks leading the way with a destructive 87* off 50 balls, failed to keep that momentum going when they succumbed to Jaffna Kings in their next game.

Colombo Kaps also registered their first win on Sunday chasing down Kandy Royals total of 179 with two balls to spare. At the halfway stage of the innings Kandy Royals seemed to have the game well under their control having captured four wickets for 67. But Janith Liyanage, a fighter to the core and New Zealand’s Jimmy Neesham turned the game on its head in a game changing partnership of 115 off 60 balls to snatch a win from nowhere. This was achieved without their captain Kusal Mendis who was forced to retire hurt after facing just four balls with a suspected hamstring injury. Colombo Kaps’ next match is not until Thursday which depending on the extent of his injury, Mendis’ availability can be gauged.

The first three days of the LPL has seen some outstanding cricket with both bat and ball aligned to the format. Now it is the turn of cricket fans in Dambulla to savour the delights of T20 cricket.

Executive Committee members and participants at the 19th Annual General Meeting held at the Head Office.

The 19th Annual General Meeting of the Sampath Bank Retired Executives Association (SBREA) was held successfully on Sunday, 22 March 2026 at the Sampath Bank Head Office, with the participation of around 65 members and spouses.

The meeting was followed by fellowship, karaoke singing, and lunch. The event was well organised and provided an excellent opportunity for retirees to reconnect and renew their camaraderie, with all participants enjoying the occasion.

Activities of SBREA – 2025/2026

Annual Family Get-together/ Outing

Sampath Sanhinda Tharu Rathree – Musical Evening

Meritorious Event to invoke blessings for deceased members

Staging of the drama “Secret File” at the Elphinstone Theatre as a fund-raising initiative

Bodhi Pooja at the Bellanwila Temple to commemorate the 20th Anniversary

Distribution of 100 commemorative T-shirts among members

Health awareness talk on Healthy Living Styles by Dr.Nelum Dharmapriya

Updating SBREA’s Facebook platform

Conducting the Annual General Meeting

Organising a Zoom session for members unable to attend

Membership of SBREA

Membership consists of Founder Members, Life Members, and Ordinary Members. At its inauguration in January 2006, SBREA had 17 Founder Members. As of today, membership has grown to over 200.

Executive Committee – 2026/2027

President – Thilak Abeysinghe

Vice President – Thusitha Nakarandala

Secretary – Indira Hettihewa

Treasurer – H.B. Keerthiratne

Assistant Secretary – Shanika Perera

Assistant Treasurer – Gayathri Jayalath

Social Secretary – Kusal Mendis

Immediate Past President – K.L.G. Pradeep

Committee members:

Maheel Kuragama

Anusha Vidanapathirana

Nalaka Goonetilleke

Lakmini Divigalpitiya

Aruni Mendis

Lakshman Benaragama

Advisory Committee:

Vimal Indrasoma

Bandula de Silva

Lalith Fernando

The Corporate Governance Institute recently posed a question that cuts to the heart of modern directorship: What is the single greatest governance risk facing Boards today? My answer, after over 25 years of serving on Boards across banking, listed companies, public institutions, and multinational organisations, aligns with Guy Mallabone’s perspective: strategic irrelevance and also know-it-all attitude. Not fraud, not regulatory penalties, not even a cyber attack-though all can be devastating. The most serious governance failure occurs when a Board becomes so focused on managing yesterday’s risks that it fails to recognise tomorrow’s realities, often because it has stopped learning. A Board can be fully compliant, receive clean audit reports, and conduct regular reviews, yet still fail if it loses the ability to anticipate change. The greatest danger is a Board that performs its duties diligently while becoming intellectually disconnected from the world around it, harbouring the quiet, corrosive belief that it already knows everything. Recent research by The Corporate Governance Institute highlights this very challenge, revealing a widening gap between Boardroom confidence and Board readiness. While many directors express confidence in their overall effectiveness, significant gaps remain in their preparedness to navigate emerging risks such as artificial intelligence, cyber security, ESG expectations, and regulatory complexity.

Governance has moved beyond compliance

When many of us first entered Boardrooms, governance was largely viewed through a compliance lens: approving budgets, reviewing financial statements, monitoring controls, and ensuring regulatory obligations were met. Those responsibilities remain essential, but they are no longer enough. Today’s directors operate under unprecedented scrutiny from shareholders, regulators, employees, customers, the media, Gen Z and society at large. Boards are expected not only to provide oversight but also to demonstrate foresight and leadership.

The modern Board agenda

The modern Board agenda must address cyber security threats and the disruptive impact of artificial intelligence; geopolitical uncertainty and shifting economic realities; climate risks and sustainability expectations; talent shortages and workforce transformation; and the challenge of balancing stakeholder expectations with long-term value creation-all in an environment where information is often incomplete and decisions must be made at speed.

The Social Media accelerant

One of the biggest changes in governance has been the rise of social media. Previous generations of directors never faced an environment where a single incident-whether accurate, exaggerated, misunderstood, or entirely false-could spread globally within minutes. A reputation built over decades can be damaged in hours. The challenge is not simply responding quickly; it is responding responsibly. Boards must separate facts from speculation, communicate with clarity, and protect stakeholder confidence while ensuring every word is legally sound. Misinformation often travels faster than the truth, and directors are expected to act immediately, even as every response must withstand intense scrutiny. Traditional governance frameworks were not designed for this speed and complexity. The defining capability of future Boards will therefore be not just knowledge, but judgement under uncertainty.

What future-ready Boards do differently

Future-ready Boards do not merely review history. Research shows that they interrogate the future. This means rethinking priorities. Financial performance and compliance remain critical, but they should not dominate the agenda. More time must be devoted to deeper questions: What assumptions are we making today that may no longer hold true tomorrow? Are we creating tomorrow’s businesses or simply protecting yesterday’s? Do we have the Talent capable of navigating an uncertain future? What risks are we prepared to take, and are they aligned with our strategy and stakeholder expectations ?Most importantly, strong Boards normally encourage constructive challenge and create an environment where directors can ask difficult questions without fear. The first sign of an irrelevant Board is often not disagreement, but silence-and the moment it stops learning.

The most serious governance failure occurs when a Board becomes so focused on managing yesterday’s risks that it fails to recognise tomorrow’s realities, often because it has stopped learning

Stewardship in a changing world

The greatest evolution I have witnessed in governance is the shift from narrow shareholder oversight to broader stewardship. Boards are no longer judged only by the decisions they make, but by how quickly they identify emerging threats, how transparently they respond during crises, and how effectively they protect the organisation’s most valuable intangible asset: trust. Financial losses can be recovered, strategies can be changed, and brands can be rebuilt. But trust, once damaged, is exceptionally difficult to restore.

Keep learning

The Boards that succeed in the next decade will not be those with the longest governance manuals or the most detailed compliance checklists. They will be the Boards that remain curious, humble, and strategically and intellectually restless. Perhaps the greatest governance risk of all is not the failure to anticipate change, but the dangerous belief among directors that they already know everything. The moment a Board stops learning, questioning, and challenging its own assumptions is the moment it begins to lose relevance. In an era of relentless disruption, the greatest governance risk is not making the wrong decision. It is realising, too late, that the Board stopped asking the right questions while the answers still mattered for the future.

The Central Bank of Sri Lanka (CBSL) yesterday said its Financial Intelligence Unit (FIU) imposed administrative penalties totalling Rs. 14.6 million on 12 reporting institutions between October 2025 and March 2026, with the enforcement action highlighting failures to report high-value transactions within stipulated timelines, weaknesses in customer screening against UN sanctions lists, and broader gaps in anti-money laundering and countering the financing of

terrorism (AML/CFT) controls.

The FIU, which functions as Sri Lanka’s regulator for AML/CFT, said the penalties were imposed under Section 19 (1) read together with Section 19 (2) of the Financial Transactions Reporting Act, No. 6 of 2006 (FTRA) after considering the nature and gravity of the relevant non-compliances. The funds collected as penalties were credited to the Consolidated Fund.

The penalties covered 12 institutions, comprising eight financial institutions and four designated non-financial businesses and professions, following risk-based on-site examinations, spot examinations, and offsite follow-up examinations.

The highest penalty of Rs. 3 million was imposed on Citizens Development Business Finance PLC after the FIU identified failures in customer screening and sanctions compliance.

The FIU said the company had failed to effectively verify whether prospective customers appeared on designated lists issued under UN Security Council resolutions before entering into new business relationships. It had also failed to effectively screen its existing customer database when sanctions lists were updated.

The examination found that, due to these gaps in systems and procedures, the company had established and maintained business relationships with three individuals designated under UN Regulation No. 1 of 2012, issued pursuant to UN Security Council Resolution (UNSCR) 1373.

The FIU said the company had also failed to freeze funds, other financial assets, and economic resources held by designated persons and failed to inform the FIU of such assets within the required 24-hour period.

Cargills Bank PLC and Sanasa Life Insurance Company PLC were each fined Rs. 2 million for separate AML/CFT compliance failures.

Cargills Bank was penalised after failing to report 18 electronic fund transfer transactions from an examination sample where the value exceeded Rs. 1 million or its equivalent in foreign currency within the prescribed period.

The bank was also found to have failed to maintain a complete list of designated persons, groups, and entities under UN Regulation No. 1 of 2012. The FIU said the lapse was due to delays in updating designated lists within the bank’s screening tool, but no business relationships with designated individuals or entities were identified during the examination.

Sanasa Life Insurance was fined after failing to report nine cash transactions exceeding Rs. 1 million within the required period and for shortcomings in maintaining updated sanctions lists, screening customers and beneficiaries, and obtaining senior management approval before establishing a business relationship with a politically exposed person. The FIU said the examination did not reveal any business relationships maintained with designated individuals or entities despite the identified system and procedural gaps.

Penalties of Rs. 1 million each were imposed on LB Finance PLC, LOLC Securities Ltd., Janashakthi Finance PLC, and Indian Overseas Bank.

LB Finance was fined after failing to report nine transactions exceeding Rs. 1 million or its equivalent in foreign currency within the specified period.

LOLC Securities was penalised for failing to report 12 electronic fund transfer transactions exceeding the reporting threshold, while Janashakthi Finance was cited for delays in verifying prospective customers against designated lists before establishing business relationships.

Indian Overseas Bank was penalised for several deficiencies, including failing to report 13 transactions exceeding the reporting threshold, inadequate sanctions screening during wire transfers, maintaining incomplete designated lists and delays in updating its screening system after receiving notifications from the FIU.

The FIU noted that no business relationships with designated persons or entities were identified in the cases involving LOLC Securities, Janashakthi Finance and Indian Overseas Bank.

Among designated non-financial businesses and professions, Swarnamahal Jewellers Ltd. received a penalty of Rs. 2 million for failures relating to customer due diligence, identification and verification of customers and beneficial owners, record retention, AML/CFT risk assessments and sanctions screening.

Harbour Village Ltd. was fined Rs. 1 million for failing to verify customers against designated lists and for not having mechanisms to screen existing customers when sanctions lists were updated.

Colombo Jewellery Stores Ltd. was fined Rs. 500,000 after failing to conduct a money laundering and terrorist financing risk assessment, while Zay’s Ltd. was fined Rs. 100,000 for failing to verify customers or beneficiaries against designated lists relating to targeted financial sanctions.

The FIU said the administrative penalties form part of measures to strengthen compliance with Sri Lanka’s AML/CFT framework by ensuring reporting institutions maintain effective transaction monitoring, customer due diligence and sanctions screening mechanisms.

LOLC Finance Head – Channels Prasanna Karandagolla (left) and LOLC Finance Chief Operating Officer Montini Warnakula, at the opening of the LOLC Finance Mirigama Branch

LOLC Finance PLC has further expanded its islandwide footprint through the opening of two new branches in Mirigama and Galagedara.

The Mirigama Branch, located at No. 14/1, Amarathunga Mawatha, Mirigama, was ceremonially declared open on 18. June 2026, while the Galagedara Branch, situated at No. 179/B, Rambukkana Road, Galagedara, commenced operations on 02 July 2026. The openings mark another significant milestone in LOLC Finance’s ongoing strategy of enhancing accessibility and delivering convenient financial solutions to customers across the country.

As Sri Lanka’s largest NBFI, LOLC Finance continues to strengthen its presence in key regional markets, ensuring that individuals, entrepreneurs and businesses have greater access to a comprehensive portfolio of financial products and services. The new branches have been established to meet the growing demand for reliable financial solutions while supporting the economic aspirations of the communities they serve.

The Mirigama and Galagedara branches will offer the full spectrum of LOLC Finance’s services, including savings and fixed deposits, leasing facilities, business and personal loans, gold loans, SME financing, digital financial solutions and a range of value-added financial services designed to cater to the diverse needs of customers.

The ceremonial opening of the Mirigama Branch was graced by LOLC Finance PLC Chief Operating Officer Montini Warnakula, and LOLC Finance PLC Head – Channels Prasanna Karandagolla, together with members of management, staff, customers and well-wishers. The Galagedara Branch was ceremonially declared open in the presence of LOLC Finance PLC Head – Gold Loan Nishantha Jayasekara, and LOLC Finance PLC Head – SME and Personal Finance Charith Jagoda, along with distinguished guests, customers and members of the local community.

With one of the largest branch networks among Sri Lanka’s NBFIs, LOLC Finance continues to invest in expanding its physical presence alongside its growing suite of digital financial solutions, enabling customers to enjoy seamless and convenient banking experiences through multiple channels.

Backed by decades of industry leadership, financial strength and customer trust, LOLC Finance remains committed to delivering innovative, accessible and responsible financial services while contributing to the country’s sustainable economic growth. The company is rated (SL) A+ (Stable) by the Lanka Ratings Agency and operates under the license of the Monetary Board of the Central Bank of Sri Lanka.

Sri Lanka has had the world’s largest and smallest cabinet in history. President Mahinda Rajapaksa headed a jumbo cabinet, holding the Guinness World Record, while a more recent transitional cabinet under President Anura Kumara Dissanayake comprised only three ministers. Big fluctuations in the size of the Cabinet means that the names of ministries change often, and the institutions under each ministry are also constantly moved around. When Sri Lanka’s executive presidential system was introduced, one of the main arguments of its proponents was that it was a stabilising reorientation in a previously Westminster-style parliamentary system. However, this ‘stability’ has not meant consistency in the institutional architecture, which is a prerequisite for policy consistency.

Institutional changes often reflect political compromises and policy changes, that is the result of centralised executive authority. In Sri Lanka, creating an entire ministry or moving around institutions across ministries is a decision ultimately made by the President. Some countries such as Brazil or the United States have constitutionally defined processes involving the parliament/congress to establish new ministries. Such models add an additional level of check and balance to executive discretion.

In Sri Lanka, however, there is no recognised process to establish ministries or move institutions around, including even a report or white paper outlining the institutional architecture of a Government and the logic underpinning it. This has meant that some ministries have been created and vanished within the term of a Government. The Ministry of Megapolis and Western Development and the Ministry of Sustainable Development and Wildlife under the Yahapalana Government, granularly defined State Ministries under Gotabaya Rajapaksa, or senior ministers without a portfolio under the Mahinda Rajapaksa second term are some examples of this.

Tracking this institutional flux of around 500 moving parts is a difficult task for citizens and policymakers themselves. This institutional opaqueness impacts transparency of the institutional architecture, and impacts Sri Lanka’s democracy adversely.

Lanka Data Foundation’s (LDF) Department Flow View is an interactive Sankey visualisation of ministry and department changes over time. Across multiple dates of institutions being gazetted, a member of the public can view how a ministry is created and/or transformed. Some ministries have gotten fatter or slimmer over time, with institutions and budgets. Sometimes, institutions have been re-organised in different constellations, with different names and extensions.

When Sri Lanka’s executive presidential system was introduced, one of the main arguments of its proponents was that it was a stabilising reorientation in a previously Westminster-style parliamentary system. However, this ‘stability’ has not meant consistency in the institutional architecture, which is a prerequisite for policy consistency

Politics of Ministry and department flux

Ministries have relatively little contact with citizens as opposed to various departments under them. While ministries are expected to provide an overarching policy and maintain policy consistency, it is the departments that are tasked with operational mandate. How one clusters the departments reflects the policy outlook of a given Government. Sometimes, seemingly unrelated departments get clustered together, which shows lack of a consistent policy framework and the interests of individuals (ministers or the president) being more powerful. With the Sankey view and navigating to the Ministry’s portfolio, the public can see which institutions follow which individuals at a given time. It shows how the whole Government transforms over time during its term, showing how departments have been moved around.

The Department of Registration of Persons, for example, has been clustered under various Ministries under different or the same President. This department has been under the ministry of Home Affairs, Public Administration, Defence, and Digital Infrastructure, reflecting different policy pathways towards achieving similar objectives. On the other hand, the Lotteries Board formed part of the Ministry of Foreign Affairs for a short stint in 2017, reflecting how vested interests of powerful individuals prevailed even when the shift looked clearly irrational. Sometimes what appears as a policy response, of seemingly unrelated departments being clustered, may hide a powerful minister hogging big tenders in a certain sector.

A key downside of the lack of a national roadmap or discourse on institutional restructuring is the haphazard amalgamation of ‘cabinet subjects’ under an umbrella ministry. For example, in the present Government, the Ministry of Health has been lumped together with a relatively less related Ministry of Mass Media. This generally happens due to a few personalities dominating a given cabinet, and relative portfolios distributed among them, regardless of how closely the subjects align with one another. This risks the relatively smaller portfolio being overshadowed, especially as the ministry secretary often represents the larger portfolio (so in this case, health over media). One outcome of this development has been that even the Right to Information Commission (RTIC) is assigned to the Ministry of Health and Mass Media under this Government, leading to serious delays in resource mobilisation to uphold the fundamental right of Right to Information.

Institutional opacity and political realignments

When ministries are changed or departments are moved around, governments hardly explain their decisions. The Department Flow View builds a visual narrative of the impact of these gazettes. This is important for transparency of the governance structure which in turn impacts the quality of democracy.

The present iteration of the ‘Department Flow View’ is based completely on the published gazettes, and therefore does not visualise what is not available in a gazette. As the head of the executive branch of the State, the president may assign subjects and departments to ministers, including himself. However, if the president does not assign an institution to a particular subject of a Minister, that body remains under the direct control of the president. For instance, the President’s Fund does not feature in any of the gazettes that allocates departments to subject Ministers. The principle ‘what is not given remains with the president’ is replicated with the same opaqueness.

With the currently available data of LDF OpenginXplore that feeds the Department Flow View, a citizen can explore the institutional shifts under a single presidential term since 2019, i.e., under Presidents Gotabaya Rajapaksa, Ranil Wickremesinghe, or Anura Kumara Dissanayake. For instance, a visual comparison of the first year of cabinets established following a General Election (for Rajapaksa and Dissanayake) and following the election of Wickremesinghe as President by Parliament shows that the subject of Finance has had over 50 departments under its purview. Across the timeframe of three presidencies, this Ministry remains relatively stable under Wickremesinghe and Dissanayake.

In Sri Lanka there is no recognised process to establish ministries or move institutions around, including even a report or white paper outlining the institutional architecture of a Government and the logic underpinning it. This has meant that some ministries have been created and vanished within the term of a Government

However, a significant breakup of the Finance Ministry is observed under Gotabaya Rajapaksa, when in 2021, the cluster of institutions that generally form the subject of Finance are broken and given as two portfolios to the President’s two brothers. Basil Rajapaksa was appointed Minister of Finance, while a new ‘Ministry of Economic Policies and Plan Implementation’ was established and headed by PM Mahinda Rajapaksa, and brought various institutions that were held under the Finance Ministry and other related State Ministries. When compared to the institutional consistency that the Finance Ministry showed subsequently under Wickremesinghe and Dissanayake, this episode reveals the vested interests that shape national policy, in this case, the establishment of ministries and sharing portfolios. Similarly, when observing the movement of departments under the Ministry of Defence under President Gotabaya, again, a bifurcation of the ministry occurs (see image below). Nine departments of 22 are moved to the State Minister of National Security and Disaster Management who happens to be Chamal Rajapaksa, Gotabaya’s other brother, revealing the overdominance of personal political interests over policy sense.

The Department Flow View is also useful when considering that institutional reshuffles also follow external pressures. For example, after Sri Lanka entered the reconciliation paradigm in 2015, many new institutions were created to reflect this mandate. Similar trajectories were seen with a Ministry being named after sustainable development during the term of that Government. Following the economic crisis, the Wickremasinghe Government’s approach of IMF-linked reforms has been reflected in the way many institutions that were considered as needing structural reforms were moved under the Finance Ministry.

Sri Lanka’s policy inconsistency is generally known. At one level, elections are fought on platforms promising knee jerk policy reversals, such as reversing the construction of Colombo Port City during the presidential campaign in 2014 At another level, when governments are elected, they reverse or drastically change policies and projects, as we saw with the cancelling of the Colombo Light Rail Transit project. Ministries are created or discontinued by presidents without having to explain what enables and justifies those changes. National policy has been reduced to executive decree, as quipped by a president ‘my word is the circular!’. A short analysis of how Ministries have been created and discontinued reflects this inconsistency without consequence.

Policy inconsistency has become so commonplace that it is now largely taken as a given. The LDF’s Department Flow View enables one to see the extent of this policy inconsistency, which in turn is an indictment of the excessive and unaccountable powers of the presidency. This executive overreach is constitutionally enabled, as the President has the ‘superpower’ to reassign subjects and reshuffle the cabinet at will, resulting in fast changes with low friction and leaving little room to ask the question why.

Moreover, as it is the President who has the authority to nominate the secretary, total discretion lies with the president. In cases where there are other politically influential ministers besides the president, there can be some pushback or moderation on executive power. But in cases where the President is highly charismatic and has popular appeal, with no comparable heavyweights in the cabinet capable of exerting countervailing influence, Sri Lanka’s overall democratic system is adversely affected. For democracy to work for the people, its institutions must be transparent and exhibit a reasonable degree of consistency. This allows citizens to hold governments accountable to some standards and also have shared ownership of these institutions.

For democracy to work for the people, its institutions must be transparent and exhibit a reasonable degree of consistency. This allows citizens to hold governments accountable to some standards and also have shared ownership of these institutions

(Harindra B Dassanayake is an independent researcher and policy analyst, and Head of Data Operations at Lanka Data Foundation, Sri Lanka. Rajni Gamage is Research Fellow at the Institute of South Asian Studies, National University of Singapore. Yoshan Jayasinghe is Governance and Policy Intern at Lanka Data Foundation, Sri Lanka)

Front row from left: Vascular and Transplant Surgeon Dr. Gayan Bandara, Donor E. V. Asha Nilmini, Recipient P. Dilum Denendra Peiris, Lead Surgeon and General Surgeon Dr. Prabath Kumarasinghe, and Anesthetist Dr. Charaka Yapa Abeywardana

Back row from left: Medical Officer Dr. Anouchka Jayasinghe, Anesthetist Dr. Oliver Pathmaperuma, Medical Officer

Dr. Binoy Ranatunga, Anesthetist Dr. Danushka Wickramaratne, and General Surgeon Dr. Buddhika Dassanayake

Asiri Central Hospital has performed its first liver transplant successfully, marking a significant milestone in the advancement of specialised healthcare in Sri Lanka and bringing new hope to patients suffering from end-stage liver disease.

A highly experienced multidisciplinary transplant team, including transplant surgeons, hepatologists, anesthetists, intensivists, specialised nursing teams, and allied healthcare professionals, performed the complex procedure. The hospital’s continued investment in cutting-edge medical technology, specialised infrastructure, and clinical skills necessary to provide world-class transplant care locally is reflected in the successful outcome.

Commenting on the achievement, Asiri Central Chief Operating Officer Dr. Samanthi De Silva stated: “Our first liver transplant was completed successfully, marking a significant achievement for Asiri Central Hospital and demonstrating the commitment, skill, and collaboration of our interdisciplinary clinical teams. More significantly, it offers advanced liver disease patients and their families renewed hope. We remain committed to advancing Sri Lankan healthcare standards and increasing access to highly specialised treatments that enhance patient outcomes and quality of life.”

One of the most sophisticated procedures in modern medicine is liver transplantation, which requires seamless coordination across multiple specialties before, during, and after the surgery. This achievement lessens the need for patients in need of advanced liver transplant treatment to seek care overseas by providing them with complete, internationally benchmarked care closer to home.

For the patient and their family, the milestone also signifies a turning point in their lives, demonstrating the transformative power of advanced transplant services for individuals with severe liver disease and limited treatment options.

By demonstrating that highly specialised, world-class medical procedures can be provided locally through clinical excellence, innovation, and patient-centred care, Asiri Central Hospital continues to strengthen its position as one of Sri Lanka’s leading providers of advanced healthcare services.