Category: Daily Financial Times

Gamer.LK, Sri Lanka’s premier Video Games and Esports company, was recognised once again at the SLIM Digis 2.5 Awards, winning the Gold Award in the Gaming, Gamification and Esports category at the 2025 edition.

The Gold Award was presented for the campaign ‘NDB Avurudu Dupatha’, produced by Gamer.LK for National Development Bank PLC (NDB). Presented under the Gaming, Gamification and Esports category, which honours campaigns that leverage gamified experiences and the wider gaming ecosystem, the accolade highlights how Gamer.LK successfully engaged a hard-to-reach digital audience through interactive gaming content. Joining the campaign, Manitha ‘Maniya’ Abeysiriwardena, Sadun ‘Gaming Sadu’ Dilakshan and 16 other streamers from Gamer.LK’s streamer network live-streamed the story-based campaign to their audiences. By tapping into authentic gaming culture and delivering measurable engagement for the brand, the ‘NDB Avurudu Dupatha’ set a benchmark for how video games and gamification can be effectively integrated into mainstream marketing.

Gamer.LK also conceptualised and executed the campaign ‘Clean Up Mr. Claws’ for CLEAR by Unilever Sri Lanka., which received a Merit Award at this year’s SLIM DIGIS. The campaign transformed the usual 30-second cinema advertisement sit-through into a gamified experience, allowing audiences to interact with the content rather than passively watch. By merging entertainment with brand messaging, the activation created a unique connection with movie-goers, leaving a lasting impression while delivering tangible engagement results.

The SLIM DIGIS Awards are organised annually by the Sri Lanka Institute of Marketing (SLIM) and celebrate excellence in digital marketing by recognising the most innovative and effective campaigns across industries.

Gamer.LK Founder and InGame Esports CEO Raveen Wijayatilake said: ‘These awards once again demonstrate the strength of Gaming and Esports as a credible and effective marketing channel in Sri Lanka. Over the past decade, Gamer.LK has grown into an international Esports and video gaming agency, executing campaigns across multiple regions of the world. While our global footprint continues to expand, it is especially rewarding to partner with leading Sri Lankan brands and be recognised for the work in our home market.’

With these wins, Gamer.LK said it continues to reinforce its position as a pioneer in Gaming, Gamification and Esports-driven marketing. Over the years, the agency has been recognised at the SLIM DIGIS with multiple Awards, including the coveted Grand Prix Gold Award, further underscoring its track record of delivering impactful, innovative campaigns that connect brands with audiences in meaningful ways.

Loyalty and rewards management platform CH17 Loyalty, has announced its partnership with menswear brand – Signature. CH17 Loyalty CEO Jumar Preena said this collaboration marks yet another step forward in CH17’s mission to deliver unmatched privileges and lifestyle experiences to its growing base of discerning members.

CH17 Loyalty is built on the principle of understanding customer behaviour and aligning rewards with real needs. Menswear remains a high-demand category within Sri Lanka’s retail landscape, particularly among young professionals, executives, and the aspirational middle class.

By bringing Signature into its partner network, CH17 directly addresses this demand, offering its cardholders access to premium menswear at the right price point. The partnership ensures that CH17’s members enjoy value without compromise-with Signature’s reputation for impeccable tailoring, contemporary designs, and durability reinforcing that promise.

Signature has become synonymous with affordability with quality and is the go-to choice for the busy corporate executive who requires style and comfort at the best price. Beyond the corporate office environment, the brand has also earned recognition in the sports arena with the endorsement of Sri Lanka’s Cricket’s both men and women national teams, who look elegant and smart on Signature smart casual wear. Beyond cricket the brand also has a stake in rugby and hockey.

This unique positioning-bridging professional wear with lifestyle apparel-aligns perfectly with CH17’s philosophy of rewarding loyalty with brands that inspire trust and admiration.

This collaboration between Signature and CH17 Loyalty is not just about discounts-it’s about creating an aspirational lifestyle ecosystem where loyalty is rewarded with brands that matter. By weaving together consumer insights, retail value, and digital innovation, CH17 continues to lead the loyalty and rewards space in Sri Lanka, added Preena.

FitsAir, Sri Lanka’s first privately-owned international airline, celebrated three years of international scheduled passenger operations, marking another defining moment in its journey to transform air travel for Sri Lankans.

The past year has been one of exceptional growth and achievements for the airline.

FitsAir successfully launched Kuala Lumpur as a new destination on its network, expanded frequencies to Malé and Dhaka in response to strong demand, and most recently secured approvals to undertake its own ground handling operations at Colombo’s Bandaranaike International Airport.

FitsAir Director Ammar Kassim said: ‘FitsAir’s growth story is one of resilience, and bold vision. As we celebrate three years of passenger operations, we’re entering a new phase of growth, expanding our network, strengthening our operations, and investing in our people and systems.’

‘Our focus remains the same: to build a modern, efficient, and proudly Sri Lankan airline that makes regional travel simpler and more affordable,’ he added.

To mark this milestone, FitsAir has introduced a limited-time anniversary promotion, offering attractive fares from Colombo to Dubai, Kuala Lumpur, Malé, and Dhaka, with a generous baggage allowance of 20kg checked baggage and 7kg hand baggage.

The special fares are available for a limited period.

In a statement the company said that as the airline enters its fourth year of passenger operations, FitsAir remains focused on expanding its network, enhancing customer experience, and innovating across its operations. Built on a strong foundation of reliability and a deep commitment to affordability, FitsAir said it continues to carry the spirit of Sri Lanka across regional skies as the nation’s proud ‘Friend in the Skies.’

A man sits in the rubble of the collapsed Soussi Tower in Gaza City, which was destroyed last month by Israeli bombardment – (Omar al-Qattaa/AFP)

Yesterday was the Vap Poya (full moon) day. Today, on 7 October, the annual rains retreat (vassavasa) ends for Buddhist monastics across the Theravada world, including those in Sri Lanka. In many temples and monasteries where the monastic residents have spent three months in retreat, following the Vinaya and ancient custom, it is time for the Ka?hina, the ceremonial offering of a robe.

Over the centuries the Ka?hina has become one of the most significant religio-cultural events for Buddhists, and this year is no different. Like most Buddhist families in the country, mine has also prepared for the Ka?hina. My aunt has taken the responsibility for the ceremony this year in our ancestral village, a remote place nestled among the mountains of Sabaragamuwa, and the entire extended family is pitching in. Even those who are living thousands of miles away, such as myself, have been granted the privilege of taking part in this meritorious act.

Sharing merits with Gaza

We Buddhists believe in the ancient idea-even though it is not part of early Buddhist teachings-that we can share the merits accrued by our good deeds with other people, both living and dead. In the case of the former, we invite them to rejoice at what we have done, and through that mental solidarity, it is said that they reap the karmic benefits. In the case of the latter, we believe that in their new life after death, if they happen to be in a position to see what we do, they will still be able to rejoice in our good deeds and thus enrich their own karmic balance. This exchange is called puññanumodana in Pali.

As an academic in Buddhist studies, I am well aware of the scholarly discussion around puññanumodana. As a member of the Buddhist community, I am not too bothered by the incongruences between doctrine and custom here. I find it a beautiful and blameless practice, and that is sufficient for me to engage in it.

So, this year, as I join my family in offering the Ka?hina robe to the monastic community of the small temple in our rural, ancestral village, I share the merits with people who have often occupied my thoughts in recent times.

I share the merits with the babies of Gaza, born into a world that is burning and exploding, a world that is able to abandon them to starve to death, as happened to the infants in the Al-Nasr Children’s Hospital, when the staff was forced to abandon the building and were not able to return due to intense bombardment, infants whose decomposing bodies were found later, lying on the beds they were left in, still connected to defunct medical devices.

I share the merits with the toddlers of Gaza, in whom I see my own little daughter, in whose parents I see myself, who get bombed as they sleep at night in their tents, and whose pain as they get their limbs amputated without anaesthesia rips my heart, toddlers who get carried into the few barely operational hospitals, running low on staff, medicine, and resources, and die by injuries that should not cost them their lives in a humane world.

I share the merits with the children of Gaza, whose sense of wonder somehow remains intact even during an ongoing genocide as they play among the rubble, whose hunger remains unalleviated as they scavenge for scraps of food, whose lives are brutally extinguished as they wait in line to collect water, and if they manage to survive for a while with injuries, whose last few, laboured breaths are captured on video and shared with the world by helpless onlookers and get seared into my mind.

I share the merits with the women of Gaza, who carry their families on their backs-even literally, as they carry their children on the relentless march to the South, in search of respite that never comes-and who are the bedrock of a culture that remains steadfastly resistant under tremendous odds, women who starve as they feed the next generation, whose love transcends their own lives when even their dying bodies nurture babies that get taken out from their wombs to live a while longer.

I share the merits with the men of Gaza, who remain brave in the face of utter powerlessness, who grieve in silence and wail in despair, who risk their lives time and again to protect their loved ones, who are vilified even as the world talks about their women and children, who are assumed to be terrorists until proven otherwise by a settler-colonial judge, jury and executioner that requires them to be nothing but terrorists, and who are condemned to die in a thousand horrific ways for the sin of being born Palestinian.

Being a Buddhist does not stop us from standing for what is just and right, and we can take that stand while upholding Buddhist principles. In Sri Lanka, this means, at the very least, educating ourselves about what is actually happening in Gaza and the historical context of this genocide, not just about what happened two years ago on 7 October 2023, but also the many decades of brutal colonial subjugation that preceded it. I am disappointed at the number of Buddhist Zionists-an oxymoron if there ever was one-we seem to have in Sri Lanka, but this appears to be largely a matter of ignorance (whereas I have nothing to say to those who are driven by blatant Islamophobia)

Metta for Gaza

Dana-giving, of material things as well as karmic merit-is good, but the most meritorious and skilful act is meditation, according to the Buddhist teachings. One of the best known and most popular forms of meditation is metta, universal love.

On this day after the Vap Poya day, as my family engages in the Ka?hina ceremony, I will cultivate a mind of love towards the people of Gaza. Perhaps it would help me more than it helps them in any meaningful way, but at the very least it will ensure that whatever other work I do is done with a skilful frame of mind.

In my mind’s eye I will see that tiny stretch of land hugging the Mediterranean, that ancient hub of trade and cultural exchange at the gate to West Asia, home to what used to be more than two-million people just two years ago, though that number is greatly diminished now in the genocide. I will picture the people of Gaza, young and old, men and women, and I will imagine bathing them in a gentle glow of love, where they shall remain safe from any harm.

Perhaps one of those infamous drone footages from the Israeli military, where the people of Gaza look like swarms of ants, will help me in this regard, as it offers me a sense of scale. And perhaps their assistance here might be the stepping stone to extend my metta to Israelis just across the wall, not only to the people but also their genocidal leader Benjamin Netanyahu, and perhaps his even more extremist sidekicks such as Bezalel Smotrich and Itamar Ben-Gvir.

I anticipate that very last extension of metta to a genocidal leadership would not be without difficulty, but then I shall think: If I were born where Netanyahu was, and if I were brought up the way Smotrich was, and if I were to end up where Ben-Gvir has, perhaps I too would be cultivating genocidal thoughts. As my Muslim brethren might put it, there but for the grace of Allah go I.

May Allah, the merciful and compassionate, help me cultivate a mind of love towards even those perpetrators of genocide on this Ka?hina day.

Pacifism is not political impotence

Legend has it that even the Buddha attempted, in his ever so peaceful way, to prevent the king Vidudabha of the powerful Kosala monarchy from annihilating Sakya, the small republic at the foot of the Himalayas from which the Buddha hailed.

In one story in the commentary to the Dhammapada verse 47, it is said that the Buddha was sitting by the side of the road, alone under the scorching sun, as the army of Vidudabha was marching towards Sakya. Vidudabha saw the Buddha and asked why he was sitting in the sun and not under the shade of a great Banyan tree that was just nearby.

‘Be not concerned, great king. The shade of my kinsmen keeps me cool,’ replied the Buddha, it is said. Apparently Vidudabha was inspired by this conversation to not go to war with Sakya, at least for a while longer.

We are not Buddhas, and the genocide in Gaza is not a legend. Nonetheless, we owe it to the people of Gaza that we do not stay silent, even if what we do in our limited capacities as individual citizens seems futile. Being a Buddhist does not stop us from standing for what is just and right, and we can take that stand while upholding Buddhist principles.

In Sri Lanka, this means, at the very least, educating ourselves about what is actually happening in Gaza and the historical context of this genocide, not just about what happened two years ago on 7 October 2023, but also the many decades of brutal colonial subjugation that preceded it. I am disappointed at the number of Buddhist Zionists-an oxymoron if there ever was one-we seem to have in Sri Lanka, but this appears to be largely a matter of ignorance (whereas I have nothing to say to those who are driven by blatant Islamophobia).

In the Netherlands, where I currently live, being Buddhist during genocide has meant, among other things, raising our voices against funding these crimes against humanity. According to research by the Centre for Research on Multinational Corporations, the Netherlands is the largest investor in Israel among all EU states by a huge margin. Just a few days ago, the Dutch Prime Minister Dick Schoof, in an interview with Al Jazeera, denied that there is a genocide happening in Gaza. Perhaps he was more concerned about representing the corporate interests of the country than the public will.

In other words, the government that I pay taxes to is one that funds the genocide and helps perpetrate it. In that sense, I am responsible for what happens in Gaza, and it is my historical responsibility to protest against it. I will do so with the knowledge that I share far more with those who are being exterminated than the executioners empowered by my tax Euros.

(The writer is a social anthropologist whose research interests are at the intersection of early Buddhism and contemporary Buddhist practice, particularly in the Sri Lankan forest tradition.)

South Africa bounced back in style after the hammering they got from England in their opening game to beat New Zealand by 6 wickets with 55 balls to spare at Indore yesterday to pick up their first points in the ICC Women’s Cricket World Cup.

It was a commanding victory for South Africa who chased down the target of 232 well inside 41 overs. What a turnaround this was after their batting collapsed against England, where they were bowled out for 69. Yesterday, they looked completely different. New Zealand seemed in control at 195-4, but the South African bowlers turned the game on its head from there, tightening the screws and triggering a collapse that saw the White Ferns fold up for 231. Left-arm spinner Nonkululeko Mlaba was the star with the ball, delivering a brilliant spell of 4/40 to suffocate the opposition towards the later stages.

Marizanne Kapp struck with the very first ball of the game, sending Suzie Bates back for her second consecutive duck. The ball moved around early, and South Africa maintained relentless pressure, which soon brought the wicket of Amelia Kerr. New Zealand’s innings was drifting when Sophie Devine walked in and launched a counterattack, adding 86 quick runs off 75 balls with Brooke Halliday to steady things. Devine scored 85 off 98 balls (9 fours) and Halliday (45 off 37 balls, 6 fours). But once that partnership was broken, the collapse was swift – the last 7 wickets fell for just 44 runs. The pitch wasn’t exactly a batting paradise as Mlaba proved in her second spell, taking 4/18 in 5 overs. New Zealand knew they had fallen well short of a competitive total.

In reply, South Africa’s openers came out firing, setting the tone with a flurry of boundaries. Laura Wolvaardt was trapped lbw by Jess Kerr, but the partnership of 159 off 170 balls between Tazmin Brits and Sune Luus sealed the deal. Brits played with intent, finding the fence regularly to score 101 off 89 balls (15 fours, 1 six), while Luus held the fort with a calm and composed innings of 83* off 114 balls (10 fours, 1 six). South Africa lost a few wickets towards the end, but they always had the situation under control. Player of the Match Brits’ brilliant century capped off a perfect day for South Africa.

Scores:

New Zealand Women 231 (47.5) (Georgia Plimmer 31, Amelia Kerr 23, Sophie Devine 85, Brooke Halliday 45, Nonkululeku Mlaba 4/40)

South Africa Women 234-4 (40.5) (Tazmin Brits 101, Sune Luus 83*, Amelia Kerr 2/62)

Lanka Rating Agency (LRA) has awarded LOLC Finance PLC an A+ rating with a Stable Outlook, a significant step up from its previous A (Positive Outlook) rating.

As per LRA, this upgrade highlights LOLC Finance’s firm market leadership, robust fundamentals, and its ability to deliver sustainable growth despite a challenging economic environment.

As per LRA, these exceptional performance indicators translated directly into the upgraded rating. LRA cited LOLC Finance’s commanding share of the non-banking financial institution (NBFI) sector, accounting for over 36% of sector profits, 30% of industry equity, and 20% of sector assets, its resilient capital base, and prudent risk management as key factors underpinning the A+ (Stable) assessment.

As at FY24/25, LOLC Finance’s asset base stood at approximately Rs. 430 billion, representing around 20.5% of the industry’s total assets. Net interest income surged to nearly Rs. 42 billion, up 10.8% from FY24, while the core spread improved to 11.6%, driven by declining interest rates and liability re-pricing. Profit After Tax (PAT) rose sharply by 16.4% to Rs. 25.1 billion, with core income making up 84% of total income.

As per LRA, LOLC Finance continues to maintain high asset quality with gross Non-Performing Loans (NPL) at 7.3% and net NPL at 4.97%, well below industry averages, and a Capital Adequacy Ratio (CAR) of 25.9% in FY24/25, comfortably above the regulatory minimum.

The company consolidated its market presence through a series of strategic mergers in 2022 and 2023, bringing together Commercial Leasing and Finance, LOLC Development Finance, and Sinhaputhra Finance under the LOLC Finance brand. This integration created a unified platform of unmatched scale, expertise, and reach, streamlining operations, unlocking synergies, and enabling the delivery of an expanded portfolio of innovative financial solutions to an ever-growing customer base across Sri Lanka.

LOLC Finance also offers the industry’s most extensive and diversified product portfolio, spanning leasing, loans, gold loans, factoring, credit cards, margin trading, personal finance, operating leases, and alternate financial services (Islamic finance), alongside a comprehensive suite of deposit products including fixed deposits, savings accounts, and the innovative Super Saver range.

In the digital arena, its flagship fintech solution iPay has emerged as Sri Lanka’s leading digital payment platform, with a commanding 60% share of JustPay and domestic transactions, and handling transactions worth Rs. 19 billion, highlighting LOLC Finance’s commitment to technology-driven financial inclusion.

LOFC Finance PLC Chief Executive Officer Krishan Thilakaratne said: ‘This reflects not only our performance and current financial strength, but also our vision and future business plans, together with our Environmental, Social and Governance (ESG) focus and the quality of risk management, which have always been key. LOLC Finance continues to be the role model of the industry and strives to further invest in the digital transformation of Sri Lanka’s banking sector, enhance financial inclusion within the Sri Lankan population, uplift the entrepreneurial spirit, and drive product innovation.’

LOFC Finance PLC Chairman Conrad Dias said: ‘The elevation to an A+ (Stable) rating by LRA is a powerful, independent affirmation of the strategic fortitude and robust financial discipline defining LOLC Finance. This upgrade is not merely a reflection of our industry-leading performance and consolidated market position, but a testament to the disciplined execution of our long-term vision and our unwavering commitment to sustainable, technology-driven financial inclusion across Sri Lanka. It reinforces our resolve to continue setting the benchmark for governance, innovation, and resilience within the financial sector.’

Looking ahead, LOLC Finance said it plans to leverage technology to further strengthen cost efficiency, enhance customer experience, and sustain its leading market position, while maintaining the strong governance and operational standards that underpin its newly upgraded rating.

Munchee, flagship brand of Ceylon Biscuits Ltd. (CBL), cemented its position as the undisputed leader in digital marketing by dominating SLIM Digis 2.5. Winning the highest number of awards secured by a single brand at the prestigious competition, Munchee set a new benchmark at Sri Lanka’s foremost platform for digital marketing excellence.

The victory of eight awards in total, three Silver, three Bronze, and two Merit awards, underscores Munchee’s transformation into a brand that delivers powerful, integrated marketing campaigns with digital innovation at their core. As the number one FMCG brand in Sri Lanka, Munchee continues to lead the industry with innovation at the heart of its operating philosophy. With digital platforms emerging as the most dynamic and fast-evolving media touchpoints and the future of marketing itself, Munchee remains committed to staying ahead of the curve, inspiring the industry, and setting the pace for the digital future of FMCG.

Munchee’s awards spanned multiple categories, reflecting its strength in digital-first consumer engagement, agile storytelling, and immersive experiences. In the Silver category, Munchee Savoury was recognised for Best Use of Digital in a Marketing Campaign – FMCG F and B as well as Best Use of Creator/Influencer Content while Munchee SnapIT earned Silver for Cross Media Integration. Within the Bronze category, Munchee SnapIT received accolades for Best Use of Digital in a Marketing Campaign – FMCG F and B and Digital Social Platform Integration. Additionally, the Munchee Digital Biscuit Bar received a Bronze accolade for Best Use of Experiential/Immersive Marketing. Merit awards were given to Munchee Savoury for Best Use of Digital Creative Content and Munchee Digital Biscuit Bar for Best Use of Agile/Moment Marketing.

Ceylon Biscuits Ltd., General Manager – Marketing Danushka De Silva said, ‘We are incredibly proud of how far Munchee’s digital journey has come. What began as a bold vision to reimagine how we connect with consumers has evolved into a powerful, always-on digital ecosystem that drives impact at scale. This success is the result of relentless innovation, collaboration, and the passion of our teams and partners who believed in pushing boundaries.’

Ceylon Biscuits Ltd., Marketing Manager and Lead for Digital Arun Gooneratne added, ‘These achievements are the outcome of a bold strategic revamp of Munchee’s digital ecosystem designed to place digital at the centre of everything we do. It demonstrates the power of integrating creativity, data, and technology to build consumer affinity and business growth. As we look ahead, we are excited to continue reimagining the future of digital marketing at Munchee, unlocking new ways to engage, inspire, and lead the industry.’

Organised annually by the Sri Lanka Institute of Marketing (SLIM), the SLIM Digis Awards celebrate outstanding achievements in digital marketing across industries. Munchee’s commanding performance this year reaffirms its status as a trailblazer in Sri Lanka’s FMCG sector – a brand that not only leads the market but also shapes its future.

Economists at the Asian Development Bank (ADB) have welcomed Sri Lanka’s strong and resilient recovery so far this year amidst persistent global uncertainty.

They said that domestic demand supported growth, thus far completing eight quarters of upturn in the economy. It was pointed out that the economic recovery is projected to continue on a strong footing, but growth is expected to slow next year due to global headwinds.

ADB Senior Country Economist Lilia Aleksanyan in an interview with the Daily FT said economic momentum is supported by recovering consumption, strong remittances, and rising private credit.

On the other hand, US tariffs have settled at historically high levels and trade uncertainty remains elevated for Sri Lanka.

Aleksanyan said new US tariffs on Sri Lankan exports (mainly garments and rubber) will have a limited impact in 2025, but are expected to weigh more heavily on growth and jobs in 2026.

Risks to the outlook include stronger-than-expected effects from US tariffs, global economic uncertainty, energy price volatility, and domestic weather-related disruptions.

The ADB in its September release of Asian Development Outlook (ADO) retained its forecast for 2025 at 3.9%, whilst marginally reducing it to 3.3% for 2026 from 3.4% estimated previously. The Sri Lankan economy gained by 5% in 2024 after two years of negative growth.

The September ADO Update was based on Sri Lanka’s performance up to the first quarter. Mid-last month, the Department of Census and Statistics said the economy in Q2 grew by 4.9% as against 4.8% in the previous quarter.

Aleksanyan noted that the economy in Q2 significantly outperformed earlier forecasts. ‘We were very positively surprised by the strong Q2 growth. What is particularly important to note is that this recovery is now broad-based, with main sectors industry, agriculture, and services showing resilience,’ she said.

Pursuing structural reforms to make the economy more efficient was also stressed.

The ADB also expects the Central Bank of Sri Lanka’s (CBSL) monetary policy stance will also help inflation to gradually improve.

ADB Senior Economics Assistant Dinuk de Silva said Sri Lanka’s inflation projection for 2025 has been revised down significantly due to longer-than-expected deflation, whilst the forecast for 2026 is maintained at 4.5%, anticipating a gradual rise as deflation pressures fade.

In terms of medium-term challenges, ADB Principal Economics Officer Lakshini Fernando was of the view that attracting high investments especially will be key, along with greater diversification of exports, for which the National Export Strategy will be a great fillip.

She also said policies are required to bring in non-debt Foreign Direct Investment (FDI), whilst the Government needs to persist with the restructuring of State-Owned Enterprises (SOEs). In that context, she welcomed upcoming new legislations, such as the SOE law and the Public Private Partnership law.

‘It is important to create the environment for higher capital to flow into the country, because there will be opportunity due to global capital volatility,’ Fernando emphasised.

The ADB is also satisfied with the progress with regard to fiscal management, but was of the view that the revenue momentum must be sustainable and critical capital expenditure must be expedited.

de Silva also said Sri Lanka needs to further strengthen external buffers with higher inflows from exports, tourism, and remittances so as to be ready when debt repayment kicks in from 2028.

ADB Associate Economics Analyst Nirukthi Kariyawasam said whilst macro-economic fundamentals have improved considerably, Sri Lanka needs to make social spending and support to the poor and vulnerable more effective against future shocks, along with a proper graduation program. Climate risks and disaster resilience are also issues that need continuous focus, she added.

The ADB team of economists is also looking forward to the Budget 2026 to be presented next month by President and Finance Minister Anura Kumara Disanayake for greater clarity and long-term policies, especially those aimed at attracting higher investments and strengthening of institutions.

The Election Commission of Sri Lanka (ECSL) was named the Electoral Commission of the Year at 2025 International Electoral Awards Ceremony held in Gaborone, Botswana on Friday (3). The Award was received by the Commissioner General of Elections Saman Sri Ratnayake.

When selecting the recipient, the awards committee takes into consideration the effort taken to foster a community of good citizens among election practitioners and the search for best practice, evidence based research and policy in the field of elections of Electoral Commissions worldwide.

Electoral Commissions worldwide are the independent watchdogs of democratic process checking and balancing the use of democratic means by the governing political elite. Their duties are manifold and so are their Electoral challenges. Every Electoral Commission depending on their country’s Electoral system, demographic and geographic constitution has to approach its task in a fundamentally different way. Even the organisational composition and structures of Electoral Commissions differs vastly.

The award for the Electoral Commission of the Year will honour a commission taking into consideration the above described diversity of challenges, duties and organisational structures.

Organisations that want to prosper understand that creating a great customer experience is essential. It has to be a strategic approach that cascades down from the C-Suite to the front-liners. In reality, creating customer experience is not the sole responsibility of the customer service department. It is a culture set within the organisation, in which everybody in the entity consistently tries to create a unique experience of value that is highly appreciated by the recipient, who can often be any stakeholder. In today’s hyper-competitive marketplace, turning every employee into a brand ambassador is no longer optional. It is a critical mission, made possible through the contribution of every employee who has the right mind-set to do so.

In this Customer Service Week – ‘Mission: Possible’ – it should be considered a timely reminder to reflect and see whether the everyday actions taken by people across all functions create value for customers. Do we genuinely take care of the customer for their physical and mental well-being, saving time, money and effort on their part?

Possible by every role

The front-liners or salespeople who deal directly with customers often make promises. These promises lead customers to form expectations. In fulfilling these expectations, a great deal of work has to be done by everyone, including the support staff. The support staff should also be aware that, at the point of delivery, living up to the expectations customers have formed is crucially important.

For example, although there may be no direct interaction with the end user, a support function such as a software developer who improves the user interface to make things easier for the customer enhances customer satisfaction. At a leading insurance company’s staff recognition ceremony, the Managing Director’s (MD) award was won by a junior executive from the Information Technology division. When asked by the compere, ‘Why do you feel you have won this prestigious annual MD’s award?’ the recipient’s answer was very meaningful. He simply said, ‘When I design a solution, the primary factor I take into consideration is user convenience, irrespective of whether the party is internal or external.’ There is a direct correlation: when employees feel connected to the mission, customers feel it too.

Possible empowerment – The key to ownership

One of the most powerful ways to transform employees into ambassadors is to give them ownership of customer outcomes. Employees should therefore be ready to Take Personal Responsibility (TPR) in their actions.

A strong example is The Ritz-Carlton Hotel, which globally empowers its staff to spend up to $2,000 per guest, without approval from management, to resolve any problem for their guests. The policy is less about the money and more about trust to achieve customer delight. It implies that employees are not simply following rules but stretching themselves to deliver the brand’s promise.

Making every employee a brand ambassador should be led by leadership. The C-Suite should consistently and repeatedly communicate that creating a great customer experience is everyone’s prime responsibility. Staff members who contribute immensely to this purpose with empathy, by leading without a title, and by providing an end-to-end solution should be recognised and rewarded

This kind of empowerment fosters a proactive mindset. Employees stop asking, ‘What’s my job?’-which confines them to the rule book-and start thinking, ‘What is the right thing for the customer I should do to create an experience?’

Often, superiors doubt whether such empowerment could lead to staff abusing it. However, research proves that if integrity is a core value of an organisation, and if utmost emphasis is placed on trustworthiness during recruitment, there are hardly any instances of misuse.

The Ritz-Carlton Hotel’s service credo is, ‘We are ladies and gentlemen serving ladies and gentlemen.’ When the culture is set with such a philosophy, staff maintain harmony with each other, speak courteously, go all out to serve one another, and demonstrate genuineness in everything they do with pride.

Possible breakdown of silos

For this mission to succeed, companies must dismantle the invisible walls between departments. The departmental mind-set often works towards achieving the glory of the respective units. Such an approach can be blind to the requirements of other divisions of the organisation. The divisional mind-set should now transform into a Total Solution Focus (TSF) mind-set, in which every division works hand in glove with a Centre of Expertise mind-set, with the sole intention of achieving overall stakeholder delight.

Cross-functional meetings, shared metrics and integrated systems allow marketing, operations and service teams to work together, keeping the promise given to the customer in everybody’s mind. This alignment is essential in an era where, through social media, one poor experience can quickly go viral. Be mindful that when you blame another division, the shame and the claim remain within the organisation with severe consequences.

When an airline crashes, the easiest reaction is to pass the blame to pilots who are no more. However, rebuilding trust in the brand thereafter requires enormous effort and time.

Possible cultural shift

Making every employee a brand ambassador should be led by leadership. The C-Suite should consistently and repeatedly communicate that creating a great customer experience is everyone’s prime responsibility. Staff members who contribute immensely to this purpose with empathy, by leading without a title, and by providing an end-to-end solution should be recognised and rewarded.

Toyota Lanka Ltd., regularly recognises their best-performing branch. The best branch then shares its success story with the other 18 local branches, emphasising the best practices that led to monthly recognition. Moreover, these best practices are shared on a global platform. Such activities build tremendous enthusiasm amongst staff and inspire everyone across the company to create an outstanding customer experience.

When employees see their colleagues celebrated for living the brand values, others are also more likely to follow suit. The ripple effect is powerful: customers sense the alignment, loyalty deepens and advocacy grows.

For this mission to succeed, companies must dismantle the invisible walls between departments. The departmental mind-set often works towards achieving the glory of the respective units. Such an approach can be blind to the requirements of other divisions of the organisation. The divisional mind-set should now transform into a Total Solution Focus (TSF) mind-set, in which every division works hand in glove with a Centre of Expertise mind-set, with the sole intention of achieving overall stakeholder delight

Mission possible worth accepting

In 2025, the companies that achieve outstanding results will be those where every level-from the C-Suite to the lowest rank-works together with the shared goal of achieving an exceptional customer experience.

This mission is possible. It requires a strong belief in a sense of belonging, empowerment and deeper commitment, with the understanding that every role is a customer service role. When everyone performs their responsibilities to the best of one’s ability, they create great customer experiences. Making every employee a custodian of the brand is truly a mission possible for everyone who loves the organisation.