Category: Daily Financial Times

Prof. Philip Kotler, widely regarded as the Father of Modern Marketing, has spent decades helping the world think beyond merely ‘selling more stuff.’ From his early 4Ps (Product, Price, Place, Promotion) to the later 7Ps, he repeatedly refined the marketing toolkit to suit the realities of each era. Now, in a recent conversation with Sri Lankan veteran marketer Denzil Perera during his visit to Prof. Kotler in Illinois, Chicago, Kotler outlined a fresh, values-driven evolution of his thinking: a 6Ps framework.

This new model doesn’t discard the classic Ps. Instead, it lifts marketing out of its narrow commercial lane and places it inside a broader human, social, and planetary context. Kotler’s view is simple: in an age of climate anxiety, social fragmentation, hyper-competition, and stakeholder capitalism, marketing must serve a higher order of purpose. That’s why his 6Ps begin not with product or promotion, but with something more fundamental.

1.Purpose

Kotler’s first and most important P is Purpose. ‘Every organisation, brand, or person needs to have a purpose,’ he emphasised.

This is more than a mission statement framed in a boardroom. Purpose answers why we exist beyond profit. Kotler has long admired companies like Unilever, whose leadership openly declared that, ‘brands with purpose grow.’ By citing the Unilever global leadership example, he is underlining that purpose is not a decorative slogan but a strategic engine: it aligns employees, attracts customers who share values, and gives the organisation a moral north star.

In the age of conscious consumers, social media scrutiny, and Gen Z’s demand for authenticity, purpose becomes the first filter. If the ‘why’ is weak, the rest of the marketing plan is just noise.

2.People

The second P is People. Here Kotler is making an old truth newly urgent: if you don’t take care of your people, they won’t take care of your customers.

He told Perera that organisations often leap straight to customer experience without first building employee experience. But satisfied, respected, fairly treated employees become brand ambassadors automatically. In service economies-banking, hospitality, education, healthcare-this is especially true. Marketing, therefore, is not only an external activity; it is an internal culture project.

Kotler’s repositioning of ‘People’ also widens the circle: not just employees, but customers, partners, communities, and in many cases even regulators. Marketing must ask, ‘What is the human impact of our decisions?’

3.Partnerships

The third P, Partnerships, reflects a major shift in the way modern markets behave. Kotler pointed out that, in today’s world, ‘instead of competing, we should collaborate.’

This is where the idea of co-petition (sometimes phrased as ‘cooperation is better than pure competition’) comes in. When two organisations recognise that working together creates a bigger pie than fighting over the same slice, long-term value emerges. Partnerships can be with suppliers, distributors, universities, NGOs, technology platforms, or even former competitors.

Kotler stressed that partnerships begin with a win-win mindset. Without that, alliances become short-term and transactional. With it, partnerships become engines of innovation, market access, and even social impact. For emerging markets like Sri Lanka-where Perera plays a key role in connecting global and local marketing thought-this principle is especially powerful: collaboration accelerates development.

4.Peace

The fourth P is strikingly human: Peace. Kotler shared with Perera an insight he picked up from a businessman who said that ‘people are productive when they are at peace.’ That peace operates at multiple levels:

1.Peace within the organisation – a culture without toxic politics, fear, or instability.

2.Peace in the marketplace and society – businesses thrive in stable, peaceful environments.

3.Peace of mind for customers – the ultimate goal of marketing is not just to sell, but to reduce anxiety, friction, confusion, and risk for the customer.

This is a profound expansion of marketing’s purpose. Marketing, in Kotler’s view, should not create insecurity or FOMO just to drive sales; it should create trust, reassurance, and long-term relationships. A peaceful world is good for business-and businesses have a role in creating that peace through ethical communication, fair treatment, and social responsibility.

5.Planet

The fifth P is Planet. Kotler is blunt about this: consumption is rising, populations are growing, and yet businesses often do not count the environmental externalities of their value creation process. That means pollution, carbon, waste, and resource depletion are treated as ‘someone else’s problem.’ In the 6Ps framework, that is no longer acceptable.

Organisations must design for sustainability-responsible sourcing, circularity, reduced packaging, greener logistics-while consumers must become mindful of what they consume and how they consume it. Marketing, therefore, must stop glorifying endless consumption and start educating, nudging, and offering sustainable alternatives.

This P is also a warning: brands that ignore the planet will lose relevance, regulation will catch up, and younger consumers will move away. Planet is now part of the value proposition.

6.Prosperity

The final P is Prosperity-not ‘Profit’ in the narrow, shareholder-first sense, but shared, sustained prosperity.

Kotler told Perera that real prosperity is only possible after the first five Ps are in place. If the organisation has a clear purpose, cares for its people, builds genuine partnerships, contributes to peace, and protects the planet, then the prosperity that comes is healthier, more distributed, and more resilient.

In such a system, shareholders remain important-but not the most important, and not the only voice. Employees, customers, communities, and the environment all become stakeholders. Prosperity becomes a collective outcome, not an individual extraction.

Why this 6Ps framework matters now

This new 6Ps model from Prof. Kotler is, in many ways, a culmination of his lifelong effort to humanise marketing. Where the original 4Ps helped marketers do marketing, the 6Ps help organisations be responsible, relevant, and future-fit.

From tactics to philosophy – It moves marketing from tools to values.

From selling to serving – It reframes the marketer as a steward of relationships and the environment.

From short term to long term – It aligns with sustainability, ESG, and stakeholder capitalism.

That Kotler shared this thinking in conversation with Denzil Perera-a marketer working to connect global marketing ideas with Sri Lankan and regional realities-also shows another truth: this framework is not just for Western multinationals. It is for developing markets, family businesses, public sector institutions, education providers-any entity that wants to grow without harming people or the planet.

In short, Kotler’s 6Ps tell today’s marketer: Do well, but do good first.

Foreign Affairs and Tourism Minister Vijitha Herath yesterday reaffirmed Sri Lanka’s strong support for the Riyadh Declaration on the Future of Tourism, adopted at the 26th Session of the United Nations World Tourism Organisation (UNWTO) General Assembly.

Addressing the Assembly, the Minister highlighted the growing importance of tourism and digitalisation in Sri Lanka’s economic development agenda. ‘The policy directions and strategies outlined in the Riyadh Declaration are consistent with Sri Lanka’s own tourism and digital transformation priorities,’ he said.

Herath said Sri Lanka looks forward to the timely implementation of the declaration’s outcomes, including forthcoming reports on the use of artificial intelligence in tourism and the prospects of a future convention aimed at advancing global cooperation in the sector.

Samagi Jana Balawegaya (SJB) Parliamentarian S.M. Marikkar yesterday criticised the second Budget presented by the National People’s Power (NPP) Government, stating that it is a bland Budget with neither merits nor demerits.

Speaking at a media conference held at the SJB headquarters, Marikkar said the 2025 Budget was full of beautifully mixed words, like a children’s playbook but failed to bring any tangible relief to the people.

‘This year’s Budget has not reduced the prices of essential goods, electricity, water, school supplies, medicines, or bus fares. From the glass of water that you drink in the morning to the pill you take before going to bed, nothing has been reduced. Yet, the Government continues to boast about it,’ he said.

Marikkar said the NPP Government was acting as though it had been responsible for every major development in Sri Lanka’s history.

‘Looking at this Budget, it gives the feeling that from freedom to Sri Lanka to free education, the open economy, vocational education, to taking cricket to international stage, establishing universities to introducing Mahapola scholarship scheme to infrastructure projects to one million houses to Suwaseriya service have been introduced by this Government,’ he remarked sarcastically.

He also said that the NPP Parliamentarians and Ministers act like since the day Kuveniya arrived in Sri Lanka, the NPP had been working to develop Sri Lanka and they lacked knowledge on reality as some of them claim that economic issues were solved after President Anura Dissanayake took over.

However, Marikkar expressed gratitude to President Dissanayake for presenting a Budget with a backbone as he was fulfilling the needs of the Opposition.

‘When he was in the Opposition, Anura Dissanayake opposed the sale of State enterprises. Now, as President, he supports it. He is behaving like the grandson of J.R. Jayewardene,’ Marikkar said.

Marikkar strongly objected to the Government’s decision to lower the VAT registration threshold from Rs. 60 million to Rs. 36 million annual turnover, saying it would unfairly burden small and medium businesses.

‘Now, anyone earning about Rs. 300,000 a month must register for VAT and pay 18 percent. After covering electricity, water, and wages, small business owners are left with almost nothing. This policy will force them to pass the tax burden to consumers,’ he said.

Marikkar claimed that from 2026, even goods purchased from local shops would carry an additional 18 percent VAT and that was how the Government was oppressing the people.

Meanwhile, he accused the Government of failing to keep its earlier promises to reduce taxes on education, food, and health, as well as its pledge to cut electricity tariffs by one-third.

Speaking about upcoming elections, Marikkar said the SJB was ready for the Provincial Council elections but accused the Government of being afraid to hold them.

‘President Dissanayake said in Parliament that there is no money for the elections. But the government holds the majority and can easily bring a proposal to Parliament to make them happen,’ he said.

He confirmed that the SJB would not take part in the protest rally in Nugegoda on November 21, organised by other Opposition parties

Imagine a talented dressmaker in Sri Lanka who dreams of expanding her small business. She has a shop in town, a loyal customer base, and the potential to hire more staff. But there is one major obstacle – access to finance. Banks are hesitant to lend because, like many small and medium-sized enterprises (SMEs), she lacks fixed assets like land or buildings to offer as collateral for a loan. This lack of access to credit is a major brake on her growth – and the growth of countless other SMEs that form the backbone of Sri Lanka’s economy.

SMEs make up over 75% of enterprises, account for 45% of employment, and contribute 52% of the country’s GDP. Clearly, helping them thrive is key to national prosperity. A stronger financial system means more opportunities for businesses to grow and create jobs.

A smart solution: Reforming Secured Transactions

One of the most powerful ways to increase access to credit is to let businesses use what they already own – their movable assets – as security for loans. Collateral such as equipment, machinery, inventory, accounts receivable, and even crops are often the most valuable assets a small business has.

However, without a clear way for lenders to verify and record their interest in these movable assets, the risk of lending is too high. This is where a Secured Transactions Register (STR) comes in.

A Secured Transactions Register is a central, public database where lenders officially record their legal interest in personal property being used as collateral for a loan.

This simple mechanism creates transparency in credit markets. By reducing the risk for lenders – who now have a secure, verifiable claim on the collateral – it encourages them to extend credit to businesses that need it most.

Globally, countries that have implemented modern collateral registries have seen dramatic results. For example, according to the World Bank Group through its private sector arm, the International Finance Corporation (IFC), nations like Ghana, Viet Nam, Mexico and Colombia saw billions of dollars in new SME lending after adopting these reforms. This particularly benefits groups often restricted from traditional finance, such as women entrepreneurs, who are more likely to have movable assets that can facilitate business startup or expansion. In Ghana, the IFC-supported project has facilitated $ 53.1 billion in financing, equating to over $ 63,000 in new financing across all types of businesses – micro, small and medium enterprises – for every dollar spent on project expenses. This includes $ 525 million in financing to 194,000 women borrowers.

Sri Lanka’s journey to the STR Act

In 2011, the need for a robust credit infrastructure, including a well-functioning collateral registry system, was identified by the World Bank’s Financial Sector Assessment Program for Sri Lanka. This was identified as essential for increasing credit access for Sri Lankan SMEs.

In response, the Government reached out to IFC specifically for its technical expertise in financial infrastructure and private sector development. IFC’s technical assistance supported a collective effort led by the Central Bank of Sri Lanka (CBSL), Credit Information Bureau (CRIB) of Sri Lanka and the Ministry of Finance (MoF), engaging relevant stakeholders for intense consultations, leading to the development of the new law – aligned to international best practices – and consequential amendments to seven related laws enabling the operationalisation of the Secured Transactions Registry in Sri Lanka. Along the way, the initiative also benefited from budget support financing from the World Bank and the Asian Development Bank (ADB), having been included as a policy action trigger to move the reform forward.

With support from across the entire World Bank Group, the STR was brought to life through the collective efforts of the CRIB, CBSL and the MoF. This aligns with the National Financial Inclusion Strategy, which was developed with technical and financial assistance from IFC, placing access to finance for SMEs at its core. Under its regional initiative, the European Union is supporting the next phase of the STR’s rollout to drive awareness and to boost financial literacy.

With the STR Act passed, now is the time for implementation.

What does the STR mean for Sri Lanka?

The launch of the STR lays the foundation for a resilient and inclusive credit infrastructure for Sri Lanka. The system will feature:

Simple and inclusive rules: making it easier to establish security interests over movable assets.

A fast and efficient database: using a modern filing system.

Robust protections: outlining clear procedures and legal protections for both borrowers and lenders, including in case of default.

As part of this initiative, IFC will continue to advance financial literacy initiatives for SMEs, empowering businesses to leverage movable assets as collateral and thereby strengthening access to formal finance.

The Lanka Sugar Company, under the Ministry of Industries and Enterprise Development, launched its first brown sugar retail network in Nugegoda on November 11.

Associated Motorways Ltd., (AMW) recently marked another milestone with the grand opening of its newest showroom in Matara. The opening ceremony took place on 4 November at No. 537, Anagarika Dharmapala Mawatha, Walgama, Matara.

The launch of the new Matara showroom reflected AMW’s ongoing commitment to expanding its reach and delivering world-class automotive experiences to customers across the island. The state-of-the-art facility is designed to offer a full range of AMW’s renowned automotive products and services, providing greater accessibility and convenience for customers in the Southern Province.

The new showroom features an impressive display of Nissan and Suzuki vehicles, representing two of AMW’s most popular and trusted brands. Customers had the opportunity to explore the latest models from both brands, highlighting AMW’s dedication to offering quality, reliability, and innovation in every vehicle.

Further marking the success of the launch, the first set of Nissan Magnite and Suzuki Fronx vehicles were officially handed over to customers during the event, while several new customer bookings were also confirmed, a strong indication of the confidence and excitement within the Southern market.

AMW Managing Director Jawahar Ganesh said: ‘The opening of our new showroom in Matara marked another important step in AMW’s mission to bring quality, trust, and convenience closer to our customers. For over seven decades, AMW has been dedicated to enriching the lives of Sri Lankans through reliable mobility solutions, and this new branch underscored our continued focus on serving the needs of every region in the country.’

The ceremony was attended by members of the AMW management team, business partners, and well-wishers from the local community. Guests were given an exclusive look at the new facility and experienced first-hand AMW’s commitment to customer service and automotive excellence.

The discussions following the sudden death of chess grandmaster and international chess commentator Daniel Naroditsky have initiated a dialogue on online conduct, cyberbullying, responsibility, and the conditions under which people choose either to speak or remain silent.

We do not claim to know the full circumstances of his death, nor do we suggest that any single factor can explain a loss of this magnitude. The point is not to determine causality, but to examine what the responses to his death reveal about the environments in which many people now live, study, and work. We write here as individuals who have seen similar patterns unfold in academic communities and online spaces, often without clear means of intervention.

Since his passing, many observers have spoken about the pressure Naroditsky faced on online platforms, including relentless, unfounded accusations of cheating and sustained speculation. However, these patterns were visible long before his tragic death. They were noted, partially discussed, and largely allowed to continue. Some in the chess community reportedly reached out in solidarity in private. However, in public, no individual or organisation was willing to stand clearly and unwaveringly in his defense.

This is not unique to chess. The same dynamics appear in universities, workplaces, and online platforms. In this digital age, the risk is even greater. Social media and AI amplify both the scale and speed of such harassment and bullying. They enable both prominent public figures and anonymous users to deliver continuous personal attacks under the guise of accountability and ‘brutal honesty,’ while disregarding that there are real human beings at the receiving end of that sustained scrutiny. People often recognise when someone is being bullied or harassed, yet they hesitate to intervene. They advocate resilience rather than pursuing accountability. They speak about kindness in principle while calculating the personal and professional cost of involvement.

On principle, we can all agree that when bullying occurs, bystanders should speak up. Although this expectation appears morally clear, it does not address the real risks attached to intervention. This is especially true if such an intervention must be made in public or within a hierarchical social structure. In such cases, speaking up can lead to reputational damage, strained relationships, and social exclusion. Research in psychology and sociology repeatedly shows that individuals are less likely to act when the costs of action are unevenly distributed. Some individuals possess security to absorb those costs, whether through status, institutional protection, or established networks. Others do not.

Expressions of sympathy and calls for justice

In this context, expressions of sympathy and calls for justice that followed Naroditsky’s tragic death should not be dismissed as insincere or opportunistic. They reflect the fear and uncertainty that structure many public and social spaces. The question is not why individuals did not speak earlier on Naroditsky’s behalf. The question is why silence often appears to be the most rational response. That question rarely gets the attention it deserves, since it shifts the blame from individuals to the underlying systems that shape our choices. Recognising this is uncomfortable because systems are harder to challenge than individuals.

This issue is particularly relevant in educational settings. Universities encourage students and early-career scholars to communicate openly and seek support. Yet the cultural expectations of many academic environments reward composure, emotional restraint, and the ability to manage pressure without visible struggle. Students and junior colleagues observe how vulnerability is judged, who becomes isolated after expressing difficulty, and who is quietly penalised for disrupting established hierarchies. They learn that silence can feel safer than disclosure.

As a result, we are moving towards a global culture that celebrates ‘toughening up.’ Thus, anything related to mental health is classified as an indulgence that one must handle on one’s own. Through these social structures and expectations, we are taught that feeling sad, overwhelmed, tired, or depressed is a choice, and therefore is a sign of weakness. At the same time, we are encouraged to normalise these feelings and push through them, with the expectation that such endurance will be rewarded, whether with career advancement, higher pay, or societal praise. Enduring in silence becomes a sign of being a ‘hard worker’ and is often valued above seeking help.

This dynamic plays out in the chess world, where public discussions sometimes compare how Hans Niemann and Naroditsky responded to intense scrutiny and online abuse. They frame silent endurance as a virtue, while the character of those who struggle is implicitly judged. This logic is harmful, as it shifts the focus from the system to the individual. It turns one person’s suffering into a benchmark for endurance. Such valorisation is unfair to those who are held up as examples and to those who are judged for struggling. What is truly needed is recognition of the harm that they both endured and action that prevents anyone from being subjected to such treatment. Instead, the conversation continues to move away from the need to address bullying toward a harmful measure of individual toughness.

These pressures are amplified by contradictory cultural messages. Younger generations increasingly discuss mental health openly, yet they simultaneously encounter toxic influencer culture that monetises ‘mental toughness’ and relentless productivity. At the same time, older generations and established institutions interpret such openness as evidence of fragility or a declining work ethic. The result is a detrimental clash between emerging norms and the longstanding expectation that you must ‘toughen up and keep moving.’

Unhealthy levels of isolation and emotional endurance

These pressures are intensified in settings where deference and reputation operate as governing norms. In many South Asian universities, for instance, seniority and institutional loyalty influence what individuals believe they can express. Yet the underlying logic is not regional. In any environment where advancement depends on reputation and networks, silence becomes a strategy of self-preservation. People do not remain silent because they lack courage, but because the environment has made courage costly.

The chess world provides a relevant comparison. It is a community defined by high intelligence, emotional regulation, competitive pressure, and strict discipline. If a community of individuals with such focus and achievement-oriented identities struggled to respond to visible strain, academic and professional institutions should take notice. The issue is not whether competition and challenges are inherently harmful or whether online platforms are dangerous. It is whether unhealthy levels of isolation and emotional endurance have become normalised as conditions for belonging.

Responses that emphasise empathy, awareness, or mental health support are necessary, but they address symptoms rather than structure. The deeper issue is the normalisation of harshness across many online and professional environments. This is often rooted in a distorted view of power built on the same logic that frames personal attacks as ‘brutal honesty’ or ‘tough love’ and justifies them as necessary preparation for the real world. However, when such harshness is treated as an ordinary feature of participation, silence becomes a reasonable adaptation. When silence becomes routine, it is not just a response to harshness, but a lesson passed down from veteran to novice. Newcomers quickly learn that quiet endurance is expected if they want to belong or advance. As a result, harm becomes visible only in retrospect, often when there is very little that can be done.

Responses that emphasise empathy, awareness, or mental health support are necessary, but they address symptoms rather than structure. The deeper issue is the normalisation of harshness across many online and professional environments. This is often rooted in a distorted view of power built on the same logic that frames personal attacks as ‘brutal honesty’ or ‘tough love’ and justifies them as necessary preparation for the real world. However, when such harshness is treated as an ordinary feature of participation, silence becomes a reasonable adaptation. When silence becomes routine, it is not just a response to harshness, but a lesson passed down from veteran to novice

Responsibility here is collective. Individuals in positions of authority, whether lecturers, advisors, supervisors, or senior colleagues, can alter the perceived cost of reaching out. This does not require intensive intervention or emotional interactions. It requires that we are consistent. It requires us to listen before a tragedy. It requires us to send a clear signal that acknowledgment of difficulty will not result in informal penalties. Finally, it also requires us to establish a clear distinction between legitimate critique and personal degradation and be willing to intervene when that boundary is crossed.

No community can eliminate conflict, stress, or psychological strain. But communities can shape whether individuals believe that seeking support is an acceptable and viable action. They can influence whether silence feels optional or compulsory. They can determine whether support is accessible before crisis rather than after.

What happened to Daniel Naroditsky cannot be undone. But the structures that make silence appear rational are not set in stone. They are outcomes of norms, expectations, and institutional design. Therefore, they can and should be changed. Doing so does not require eliminating disagreement or debate. It requires recognising that the environments we create shape what people perceive as possible, and that silence is often a signal of an environmental flaw rather than a personal failing. The distance between suffering and support is not inevitable. It was created by us; therefore, we can choose to reduce that distance.

New Wales Head Coach Steve Tandy suffered an opening defeat in his first game as Argentina powered to a record win in a 11-try thriller at Principality Stadium on Sunday.

It was a 10th successive home defeat for Wales, who also lost inspirational Captain Jac Morgan to a serious-looking shoulder or arm injury.

Flanker Morgan suffered the problem in the act of scoring one of Wales’ four tries, while number eight Aaron Wainwright was also forced off.

Argentina crossed for seven tries with fly-half Gerónimo Prisciantelli’s double supplemented by scores from prop Pedro Delgado, scrum-half Simon Benitez Cruz, wings Mateo Carreras and Bautista Delguy, and replacement Santiago Grondona, while full-back Santiago Carreras kicked 17 points.

Wales responded with tries from scrum-half Tomos Williams, hooker Dewi Lake Morgan, and full-back Blair Murray. Wales centre Ben Thomas was shown a costly a first-half yellow card for kicking out at Argentina Captain Pablo Matera and can count himself lucky not to have been shown red for the reckless act.

The second half also saw the international rugby return of Wales wing Louis Rees-Zammit after a two-year absence.

In front of a crowd of 50,185, Argentina’s victory should be no surprise after they arrived in Cardiff as firm favourites. Los Pumas were ranked sixth in the world prior to the game, six places higher than Wales. Argentina enjoyed some outstanding results in the Rugby Championship, including historic victories over Australia and New Zealand.

Felipe Contepomi’s battle-hardened matchday squad also had 944 caps between them – 400 more than Wales.

The experience and class told as Argentina celebrated the most points ever scored against Wales and a record margin of victory.

It is now 27 months or 827 days since Wales won an international game in Cardiff, a triumph against England in a World Cup warm-up match in August 2023.

The Sri Lanka Philippines Business Council (SLPBC), operating under the patronage of the Ambassador of the Philippine to Sri Lanka (non-resident and based in Dhaka) Madam Nina P. Cainglet, and Hon. Consul General Hugh Sriyal Dissanayake (Vice Patron), held its Annual General Meeting recently.

The SLPBC, with a membership base of 35, continues to promote mutually beneficial business opportunities between Sri Lanka and the Philippines as its core mission.

Welcoming members at the AGM, Dissanayake expressed gratitude to the outgoing President, Ravi De Silva, Treasurer, Gamini Wickremesinghe, and the Executive Committee for their dedicated service, particularly during the challenging years marked by the COVID-19 pandemic and global economic turbulence.

Ambassador Nina P. Cainglet, in a video message, reaffirmed her support for the Council›s ongoing efforts and extended her best wishes to the incoming President and Executive Committee.

Rohitha Mendis was unanimously elected as the new President of SLPBC for the coming year. In his acceptance speech, he stated: «It is truly an honour to be elected President. Your trust in me gives me the courage to accept this position. I look forward to your continued support and engagement in all Council activities.» He emphasised that the Council›s strength lies in member cooperation and outlined key goals for the year ahead, including growing the membership base and leading a business delegation to the Philippines to explore opportunities. «With your support and collective effort, I am confident we can take the Council to new heights,» he added.

Other office bearers elected for the year include: Vice President – Riza Ahmat, Treasurer – Ashan Nissanka and Executive Committee Members, Gamini Wickremesinghe, Rasith Wickremesinghe, Dr. Rohan Karunaratne, Ranil de Silva, Dr. Amitha Kumara Gamage, Dr. Kalanapriya Alwis, Anslem Perera, Shiran Dissanayake.

A special address was delivered by the Colombo Plan Secretary General Dr. Benjamin Reyes, who shared valuable insights on business opportunities for Sri Lankan companies in the Philippines and outlined the regulatory framework for setting up businesses there.

The AGM was attended by 25 members, special invitees, and representatives from Philippine Associations in Sri Lanka. The evening concluded with a video presentation by the Board of Investments of the Philippines, followed by a fellowship and networking dinner.

EXCON 2025, South Asia’s largest construction equipment exhibition, is returning for its landmark 13th edition from 9 to 13 December, at the Bangalore International Exhibition Centre (BIEC), Bengaluru.

Positioning construction technology as a catalyst for sustainable, inclusive national growth, EXCON champions the evolution of infrastructure projects as advanced and mechanised equipment become essential for timely delivery and world-class quality, said a spokesperson of EXCON.

The spokesperson pointed out that the event underscores the nation’s commitment to long-term infrastructure excellence, as India is building at a pace the world can no longer ignore – from new-age highways and next-generation airports to smart cities. EXCON is supported by India’s Heavy Industry, Road Transport and Highways, and Housing and Urban Affairs, along with sector partner ICEMA.

Industry conferences organised by CII, ICEMA, and BAI will bring together policymakers, CEOs, and global experts to discuss the future of infrastructure machinery, policy alignment, financing models, and new technology integration. This blend of commerce, knowledge exchange, and international partnership makes EXCON more than an exhibition – it is a strategic platform where technology meets trust, and where India invites the world to shape the next century of growth.

EXCON 2025 will showcase over 1,250 exhibitors, including 160 international participants, across 3.5 million sq. ft of display area. Business engagement is expected to reach new heights, with over 100,000 visitors, eight international pavilions representing leading economies including China, Germany, France, Italy, Russia, South Korea, Turkey, and the United Kingdom, alongside participation from more than 25 countries, including Sri Lanka. Visitors can expect over 500 product launches and 5,000 B2B meetings, making Bengaluru the global headquarters for construction innovation over five action-packed days.

India’s infrastructure story is not just about scale but also resilience, environmental stewardship, and community connectivity.