Category: Daily Financial Times

Sri Lanka should replace its complex vehicle taxation framework with a progressive value-based system that is fairer, more transparent, and less distortionary, according to proposals submitted by the Advocata Institute to the Finance Ministry.

According to JB Securities CEO and Advocata Institute Chairman Murtaza Jafferjee, in response to the Ministry’s recent call for public submissions on revenue enhancement strategies, the think tank argued that the existing regime, which combines ad valorem taxes with quantity-based excise duties, no longer reflects the realities of modern vehicle technology and creates unintended economic and environmental costs.

Under the current system, excise duties on internal combustion engine vehicles, including hybrids, are largely determined by engine cylinder capacity, while electric vehicles (EVs) are taxed according to motor power output. Advocata contends that these measures create inconsistencies across vehicle technologies and fail to accurately capture a vehicle’s economic value or performance characteristics.

The submission notes that engine displacement has become an increasingly unreliable measure of performance as advances in automotive engineering allow vehicles with similar engine capacities to generate significantly different levels of power, fuel efficiency, and emissions.

If policymakers wish to retain a quantity-based component, the submission suggests using engine output across all vehicle categories or gross vehicle weight as a more consistent and easily verifiable benchmark.

Advocata also criticised the extensive use of threshold-based taxes, under which crossing a specified band triggers a higher rate on the entire taxable value rather than only the incremental amount above the threshold. Such structures create abrupt jumps in tax liabilities, influencing vehicle design, pricing, and purchasing decisions in ways driven more by taxation than market preferences.

While acknowledging that the current framework has generated substantial fiscal revenue, the submission argues that high effective tax rates and complexity create incentives for under-invoicing, misclassification, and other forms of tax avoidance.

Instead, it proposes a progressive ad valorem model under which higher tax rates would apply only to the incremental value above specified thresholds, similar to marginal income tax structures. Such an approach would preserve progressivity while reducing distortions, improving transparency, and limiting opportunities for manipulation.

Advocata maintains that the reform could be structured to remain revenue-neutral while improving the efficiency and fairness of the tax system.

The submission points to hybrid vehicles as a clear example of the shortcomings of the current regime. Many hybrids utilise Atkinson-cycle engines, which are designed to maximise thermal efficiency rather than power output. Although these engines often have larger displacement capacities than conventional engines, they consume less fuel and produce lower emissions when paired with electric motors.

Modern Atkinson-cycle engines can achieve thermal efficiencies of around 40%, significantly higher than traditional Otto-cycle engines. As a result, engine size alone provides a poor indication of environmental performance or fuel consumption.

The Toyota RAV4 hybrid illustrates the anomaly. According to the submission, the vehicle’s import value is approximately Rs. 11 million, while taxes can exceed Rs. 32 million because excise duties escalate sharply once engine capacity exceeds 1,500cc. The result is a tax burden approaching 300% of the vehicle’s import value.

The think tank noted that only 16 hybrid Toyota RAV4 vehicles were registered in Sri Lanka between January 2025 and May 2026, despite the model being among the world’s best-selling vehicles.

Advocata argues that a tax framework originally designed to address Customs corruption and under-invoicing may now be generating socially undesirable outcomes. By heavily penalising larger-capacity hybrid engines without recognising their efficiency gains, the system reduces consumer welfare, discourages the adoption of cleaner and more fuel-efficient vehicles, and potentially increases environmental costs.

According to JB Securities, vehicle registrations rebounded strongly in May, rising to 62,776 units from 51,156 in April, driven primarily by a sharp recovery in three-wheeler registrations and continued strength in the two-wheeler segment.

Three-wheeler registrations increased more than fourfold to 5,669 units from 1,355 in April, while two-wheeler registrations rose to 43,842 units from 38,631. Passenger vehicle categories recorded more modest gains.

Motor car registrations climbed to 4,738 units from 3,238 in April, supported by higher volumes of both brand-new and pre-owned vehicles. Brand-new car registrations more than doubled to 1,199 units from 467, led by BYD with 468 units and BAW with 553 units, largely driven by entry-level EV models. Small cars continued to dominate the segment, accounting for more than 98% of registrations, although financing penetration eased to 43% from 47.4% in April.

Hybrid vehicle registrations increased to 2,745 units from 2,316, with Sports Utility Vehicles (SUVs) accounting for the overwhelming majority of volumes. Honda and Toyota together represented more than 80% of hybrid registrations during the month. Financing penetration in the segment stood at 43.9%.

EV registrations, however, declined to 6,248 units from 8,098 in April, largely reflecting a slowdown in electric two-wheeler registrations. While EV car and SUV registrations improved, electric two-wheelers remained the dominant category, accounting for 5,013 units. Financing penetration in the EV segment fell to 34.2%, indicating continued reliance on cash-funded purchases.

Union Bank recently opened its second Elite Circle Lounge at the Jaffna Branch, further expanding its exclusive offering for Elite Circle customers.

Designed as a dedicated space for networking and business meetings, the lounge provides a sophisticated environment for customers to connect and engage. The ceremonial opening was attended by valued customers, who had the opportunity to experience the lounge’s exclusive facilities.

The Jaffna Lounge is the latest addition to the Bank’s Elite Circle offering, complementing the existing Elite Circle Lounge at Green Path, Colombo 3. This expansion further reinforces Union Bank’s commitment to delivering personalised service, enhanced convenience, and a premium banking experience.

Colombia and Croatia edged victories as England-Ghana ended all square on Matchday 13 of the FIFA World Cup 2026, while Cristiano Ronaldo inspired Portugal.

Portugal 5-0 Uzbekistan

It took just six minutes for Ronaldo to shush his sceptics with an impeccably controlled strike. Then, as everybody expected CR7 to unleash a knuckleball free-kick, Nuno Mendes sneakily steered it home. Ronaldo’s second of the contest put the result to bed, and he would have gone to sleep with a TRIONDA had it not been for goalkeeper Abduvohid Nematov’s guts and reflexes. Portugal still emerged emphatic victors to move on to progression’s periphery.

England 0-0 Ghana

How did the Black Stars survive? Kojo Peprah Oppong hooked Marc Guehi’s header off the line, Jonas Adjetey and Kwasi Sibo made momentous blocks, Benjamin Asare exasperated Bukayo Saka, and Nico O’Reilly rattled the crossbar in a dramatic finale. Yet, despite 18 shots, the Three Lions couldn’t score. They didn’t concede either, which left England and Ghana as the forerunners to go through from the section.

Panama 0-1 Croatia

Vatreni supporters campaigned for Ante Budimir, who has rippled nets relentlessly over the last three seasons in La Liga, to get his first World Cup start. They were disappointed when he didn’t. They were delirious 10 minutes after he was sent on for the second half. The 34-year-old’s goal was facilitated by a breathtaking back-heel from fellow substitute Mario Pasalic and a superb Josip Stanisic cross. Croatia were up and running. Panama, despite an admirable effort, were out.

Colombia 1-0 Congo DR

Lionel Mpasi was immovable. Colombia kept asking questions. The Congo keeper kept answering them. Then, with less than 15 minutes remaining, uber-adventurous right-back Daniel Munoz, who was guilty of spurning a big opportunity in the early stages, drove home a deflected striker. Luis Diaz had not one but two goals disallowed thereafter, but it mattered not – Nestor Lorenzo’s charges were through.

Stats

Cristiano Ronaldo’s sixth-minute strike made him the first man to net in six editions and the second-oldest marksman in World Cup history. The 41-year-old Portuguese joined Dane Michael Laudrup and Argentinian Lionel Messi in reigning as his nation’s youngest and oldest World Cup scorer. Ronaldo’s second saw him outrank Eusebio and become the Portuguese leader for goals in the competition.

Jude Bellingham, at the age only 22, became the youngest player to reach 50 England caps. The Three Lions had 79 possession but registered their 13th goalless World Cup draw – four more than any other country.

Ronaldo and Croatia midfielder Luka Modric ensured two 40-year-old registered a victory on one day for the first time in World Cup history. (FIFA)

In an era where organisations are grappling with employee disengagement, generational shifts, and evolving workplace expectations, traditional management practices are increasingly failing to meet the needs of a rapidly changing workforce, renowned leadership expert Arthur Carmazzi said recently.

He stressed that the solution was not management frameworks or performance systems, but a fundamental rewiring of workplace culture. He said that organisations must move beyond measuring outputs alone, instead creating environments where employees feel connected to a shared purpose and are empowered to contribute and grow.

Carmazzi, the world’s #1 Culture/Colour Brain Thinker and bestselling author, shared these views during his highly anticipated ‘Reset the Brain’ workshop in Sri Lanka organised by AdStore Events in partnership with the Daily FT. The event focused on team dynamics, leadership development, and organisational culture transformation through his exclusive expertise, gathering an audience of corporate leaders, business leaders, decision-makers, and department heads.

Addressing the organisational leaders and professionals present, Carmazzi stressed that workplace culture was not shaped merely by policies or management structures, but by human behaviour, relationships, and purpose. According to him, one of the biggest barriers to employee engagement is that often, people tend to define themselves through their job titles rather than through the value they create.

“If we identify ourselves with just the title of our job instead of what our job and our effort mean to the big picture, well, it›s not really exciting,” he said, explaining that the reason many employees grew detached from their work was because they struggled to connect their daily responsibilities to organisational goals.

“On Monday morning, when you wake up, do you go, ‘Wow, I get to go to work today? Yay!’ Or do you go, ‘oh, is it Monday again?’”

Carmazzi advised that organisations must do more to help employees connect their daily responsibilities to meaningful outcomes if they hoped to build teams that were more highly engaged. Similarly, employees also need to feel valued within their organisations, he said.

Asking the workshop participants if they believed their organisations would be affected if they left, he observed how only a few indicated that they felt indispensable. According to Carmazzi, employees who understand their value are more likely to take ownership and show initiative, while remaining committed to organisational success.

Moving beyond outdated performance reviews

One area that requires urgent change is performance management, said Carmazzi. He questioned the effectiveness of annual and biannual performance reviews, noting that they often provided feedback too late to influence behaviour or improve outcomes. “By the time you already have the annual review, it’s too late.”

Carmazzi advised that instead of focusing solely on end results, organisations should identify the behaviours that contribute to success and provide employees with opportunities to develop those behaviours continuously. He said that performance measurement should become a tool for growth rather than a process that only highlights mistakes after they have occurred.

“What if we could actually take the lower performers and the medium performers and help them rise? Would it help your company to not only be more successful, but help people to feel good about themselves because they’re more successful in the company?”

Many companies invest heavily in training programs, but fail to create workplace environments that support employees in applying what they have learned. Carmazzi explained that employees frequently return from training motivated to implement new ideas, only to encounter organisational cultures that discourage experimentation or fail to reinforce positive behavioural change. As a result, many initiatives fail to deliver lasting impact despite the significant investments made for employee learning and development, he highlighted.

Understanding how people think

A central focus during Carmazzi’s workshop was his ‘Coloured Brain’ framework, which sought to explain how individuals process information and gain clarity. He explained that many workplace conflicts stemmed not from differences in goals, but differences in how people approached problems and made decisions. “Remember, behaviour is analysis. The process is different.”

Carmazzi explained that individuals generally sought clarity in different ways. In his Coloured Brain framework, green-brained individuals gain clarity through action, red-brained individuals through structure and logic, purple-brained individuals through information and details, while blue-brained individuals rely more on reflection and intuition.

He stressed that no colour was inherently better than the other, as each brought different strengths to problem-solving, communication, and decision-making. He further stressed that the framework was not intended to categorise personalities but rather to understand how people arrived at conclusions and make sense of their environment. By recognising these differences, organisations could improve communication, reduce misunderstandings, and create stronger collaboration across teams.

Throughout the workshop, Carmazzi demonstrated how understanding individual thinking styles could help leaders identify employee motivations, manage expectations, and build more effective working relationships, highlighting how “if you can understand people well enough, you can help them succeed.”

Rethinking culture change

Carmazzi also challenged the conventional belief that workplace culture was created exclusively by senior management.

“The standard belief is that if you’re going to create a culture, it’s got to be top down. But that’s not how it works anymore… If we’re going to create real culture change, it needs to be bottom-up.”

He explained that the modern workplace operated in the “post-Facebook era”, where employees had immediate access to recognition, validation, and social connection outside the workplace. As a result, organisations could not rely entirely on their management directives to change behaviour and engagement anymore. Instead, employees themselves must also play a role in creating the culture they want to work within.

“The people create the culture for themselves within the guidelines, and then, the people perpetuate the culture because it’s their culture.”

Employees who feel ownership over their workplace are more likely to sustain and protect it over the long-term, he added. He compared this approach to the sense of autonomy people felt when managing their own projects, where they become more invested in outcomes and more committed to collective success.

While leadership still plays a critical role in establishing boundaries and direction, culture becomes more effective when employees play a part in shaping it rather than simply being expected to follow it, he said.

Workplaces that feel safe

Psychological safety was also a central theme throughout the workshop.

Speaking on his own experiences in leadership, Carmazzi highlighted how departments within organisations often became trapped in cycles of blame, creating environments where employees focused on protecting themselves rather than solving problems. He discussed a period of his own career when he had found himself frustrated by organisational dysfunction, and only had later realised that many of the people he blamed faced similar challenges.

“I found out that they were real human beings. They also wanted to do big things. They wanted to create great things. They wanted to be the best version of themselves. But they also got stuck.”

The problem was not individuals employees, but workplace environments that discouraged risk-taking and open communication, Carmazzi explained. He advised that organisations must actively create “no-blame zones” where mistakes are treated as opportunities for learning rather than reasons for punishment.

“When somebody blames you, how do you feel after they blame you? Do you feel like, ‘oh, great! Now I’m ready to go and fix the problem!’?”

Instead of assigning fault, managers should help employees understand the consequences of the mistakes, identify solutions, and take ownership of corrective action, he advised, noting that such an approach would strengthen accountability while reducing fear and defensiveness.

Carmazzi also highlighted the tendency for people to create assumptions and interpretations for situations without having all the facts, leading to unnecessary conflict and mistrust. By recognising these tendencies and encouraging open communication, organisations could create environments where employees feel comfortable sharing ideas, raising concerns, and taking initiative.

Human creativity in the age of AI

As artificial intelligence becomes increasingly embedded in workplaces, Carmazzi warned against allowing technology to replace critical thinking. While AI can process information rapidly and assist with routine tasks, human creativity, judgement, and leadership still remain indispensable, he said.

“The moment that you start giving all of your creativity to AI, you start losing your creativity.”

According to Carmazzi, many employees use AI simply to obtain quick answers rather than leveraging it as a tool to expand their thinking. Instead, professionals could guide AI through better questioning, stronger context, and clearer direction.

“Instead of just letting AI do all this work for you and giving you something mediocre, you give it the direction. You give it the vision.”

He also expressed concern that younger generations risked becoming overly dependent on technology if they failed to develop the critical thinking skills necessary to challenge, refine, and improve AI-generated outputs. For organisations, the challenge is not whether AI will become part of the workplace, but whether employees will learn to lead technology rather than be led by it, he emphasised.

Designing the ideal workplace

While workplaces continued to evolve with technology, Carmazzi highlighted how the core drivers of employee engagement had remained unchanged.

During one exercise, he requested participants to identify the characteristics of their ideal working environment. Despite differences in age, profession, seniority, and background, he highlighted how the responses were noticeably consistent.

Carmazzi also brought up similar exercises conducted in dozens of countries, where employees had repeatedly identified many of the same priorities: trust, teamwork, clear communication, supportive leadership, and opportunities to enjoy their work.

The findings demonstrated that while people may think differently and approach challenges in different ways, they often shared common aspirations about the environments in which they want to work. Organisations that understand these human needs will ultimately be able to better attract talent, improve engagement, and sustain long-term performance, Carmazzi noted.

“We don’t want to be mediocre, we want to be successful. Successful in our own way, whatever our own way is, but we want to feel like we have purpose in our life,” he pointed out.

Corporate sponsors of the workshop were LOLC and Interocean Logistics. Electronic media partners were Kiss FM, Real FM, Siyatha TV and FM and hospitality partner was Jetwing Colombo 7 whilst knowledge partners were Sri Lanka Institute of Directors and Sri Lanka Institute of Marketing.

From 112 teams, 48 contenders made it to The Grand Finale of SoftSkills+ 2026, organised by the SLIIT Business School.

SLIIT was a hive of energy on 16 May, as 192 students from all districts of Sri Lanka displayed leadership, communication, creativity and teamwork. Vying for first place at the prestigious event, SoftSkills+ served as a vibrant platform to celebrate and encourage talent among the future generation of leaders.

The event reflected the growing importance of soft skills development among the younger generation and highlighted SLIIT Business School’s commitment to nurturing future-ready leaders. Methodist College Colombo emerged champions of SoftSkills+ 2026, while Ratnapura Sivali Central College placed as runners up, Badulla Central College claimed the 2nd runner-up title.

The occasion was graced by ACCA Sri Lanka Chairman Chaaminda Kumarasiri, who attended as the Chief Guest. Addressing the gathering, he emphasised the significance of communication, leadership, adaptability, and interpersonal skills in today’s rapidly evolving professional landscape.

Distinguished artist Madani Malwattage and University of Kelaniya Senior Lecturer Tharindu Weerasinghe conducted an engaging soft skill development workshop for the participants. Their insightful sessions inspired students to enhance skills which are essential in today’s professional settings.

SoftSkills+ 2026 was proudly supported by several leading organisations and brands that contributed towards making the event a remarkable success. The organisers extended their sincere appreciation to British Council, SLIIT International, CIMA Sri Lanka, Inspire Business School, Milo (Nestlé), Singer, Fusion Gear, Commercial Bank and to Hemas Consumer Brands.

The competition concluded on a highly competitive yet celebratory note, recognising outstanding performances from schools. SLIIT Business School Senior Lecturer and SoftSkills+ 2026 Coordinator Ranitha Weerarathna stated that “the remarkable success and positive impact of this year’s event have undoubtedly set a strong foundation for future editions”.

The Ministry of Health recently launched the “Guide to Healthy School Canteens” in line with National Nutrition Month 2026, aiming to improve the nutritional quality of food provided to schoolchildren.

The initiative seeks to ensure that students are provided with nutritious, safe and affordable meals, while promoting healthy eating habits and reducing the consumption of unhealthy food in schools, the Ministry of Health said in a statement.

The guidelines focus on five key objectives, including fostering a healthy, non-communicable disease-free generation, improving access to healthy meals, shaping positive dietary attitudes among children, promoting healthy eating practices within society and strengthening hygiene and management standards in school canteens.

This is not the first time that such attempts have been made to ensure that children get healthy food in school canteens and that their school lunches packed from home are also nutritious and wholesome. While the move is welcome, implementation is difficult and is a logistical nightmare for those tasked with following the rules.

This trend towards fast food is more pronounced in cities, where the proliferation of food outlets means parents often pick up the easiest items for children’s lunches, with many opting to give them money to buy food from the school canteen, which also sells fast food.

A recent survey conducted by the Ministry of Health has found that 12% of schoolchildren are overweight, while 3% are obese, primarily due to unhealthy dietary habits. The Director of Nutrition at the Ministry of Health, Specialist Dr. Monika Wijeratne, said the findings are concerning, particularly given the country’s declining population growth rate.

The survey focused on children aged between 13 and 17 years and highlighted significant concerns regarding students’ eating habits.

The survey showed that 17.04% of schoolchildren consume carbonated soft drinks daily, while 28.05% consume high-salt foods, 29% consume high-fat foods, and 41% consume high-sugar foods at least once or more per day.

These statistics are certainly alarming, especially the addiction of children to sugar-based products, be they drinks or other items. The lack of monitoring of colourful sweet drinks that easily lure children is one major concern. Most items sold have sugar levels well above the Health Ministry guidelines for sweeteners. The same applies to instant drinks that come through machines, which far exceed acceptable levels.

Along with obesity among children, Sri Lanka is also seeing an increase in childhood diabetes, and hence keeping sugar consumption in check is extremely important. It is important to educate parents as well on the dangers of excessive sugar consumption.

The Health Ministry notes that advertising is one major issue, as children are tempted towards certain kinds of food and drinks that look attractive but are harmful in the long run. The Ministry said that awareness of the issue exists among many stakeholders, but there is reluctance to adopt the necessary measures.

There have been instances where sponsors withdrew support from school programmes following food regulation changes, raising broader questions about balancing funding needs with children’s nutritional wellbeing.

Hence, the guidelines are a small step, but they alone will not suffice. What is needed is a broader approach involving parents, teachers, as well as producers of harmful products. The health of children is a prime concern as it affects the future generation, and in this effort all stakeholders must work together so that we can raise healthy adults for the future.

Spa Ceylon has been named Best Conditioner for Damaged Hair at the prestigious Marie Claire UK Hair Awards 2026, with its Virgin Coconut Nourishing Hair Conditioner earning recognition alongside some of the most respected and established names in global beauty and professional haircare.

Widely regarded as one of the beauty industry’s most influential award programmes, the Marie Claire Hair Awards celebrate products that demonstrate exceptional performance, innovation and efficacy. Winners are selected by a panel of leading hairstylists, trichologists, beauty editors and industry experts following extensive testing and evaluation.

The award-winning Virgin Coconut Nourishing Hair Conditioner combines pure virgin coconut oil sourced from Sri Lanka with advanced cosmetic science to deliver intensive nourishment, hydration and repair for dry, stressed and damaged hair. Designed to improve softness, manageability and overall hair health, the formulation reflects Spa Ceylon’s commitment to creating high-performance beauty and wellness solutions inspired by nature and perfected through science.

This latest recognition further strengthens Spa Ceylon’s position as a globally respected wellness and beauty brand, demonstrating the growing international demand for products that successfully unite heritage, innovation and performance.

“This award is an incredibly proud moment for all of us at Spa Ceylon. To see one of our products recognised by Marie Claire UK alongside some of the most respected and established names in global beauty is a testament to the strength of our vision, our people and our relentless commitment to quality. For us, this recognition is not just about a single product – it reflects the growing global appreciation for a new generation of wellness brands that successfully combine heritage, innovation and performance.”

– Shalin Balasuriya, Co-Founder, Spa Ceylon

The award also highlights Spa Ceylon’s unique approach to product development, where centuries of wellness knowledge are translated into contemporary formulations designed to meet the expectations of today’s consumer.

“At Spa Ceylon, we have always believed that exceptional products are created when time-tested wellness knowledge meets modern scientific expertise. The Virgin Coconut Nourishing Hair Conditioner is a perfect example of that philosophy-combining one of Sri Lanka’s most celebrated natural ingredients with advanced cosmetic science to deliver real, visible results. To see that recognised by a respected panel of global industry experts is incredibly rewarding and a proud moment for our entire product development team.”

– Shiwantha Dias, Co-Founder & Director of Product Development, Spa Ceylon

Founded in Sri Lanka in 2009, Spa Ceylon has grown into the world’s largest luxury Ayurveda wellness brand, offering a comprehensive range of skincare, body care, haircare, home fragrance and wellness solutions across international markets.

Rooted in the ancient art of Ayurveda and perfected through modern science, Spa Ceylon unites timeless rituals with contemporary wellness innovation-delivering authentic, high-performance self-care experiences that bring balance, beauty and wellbeing to modern lifestyles everywhere.

The Marie Claire UK Hair Award 2026 marks another milestone in the brand’s global journey and reinforces its commitment to creating products that meet the highest international standards of quality, innovation and performance.

About the Award

Award: Marie Claire UK Hair Awards 2026

Winning Product: Spa Ceylon Virgin Coconut Nourishing Hair Conditioner

The Marie Claire Hair Awards recognise the most innovative and effective haircare products from around the world and are judged by a panel of leading beauty editors, hairstylists, trichologists and industry experts.

Sri Lanka is looking to leverage its strategic location and expand petroleum-related and logistics exports as part of an ambitious plan to more than double export earnings to $ 36 billion, according to Export Development Board (EDB) Chairman Mangala Wijesinghe.

Speaking at a media briefing yesterday, Wijesinghe revealed that several proposals aimed at boosting petroleum-linked export activities are currently under evaluation, following discussions involving the Board of Investment (BOI), the relevant Ministry, and the Ceylon Petroleum Corporation (CPC).

“As we seek to expand export earnings from around $ 17 billion currently to $ 36 billion over the coming years, sectors linked to transport, logistics, and petroleum-based products will play an important role,” he said.

Wijesinghe said Sri Lanka had received a number of promising proposals in the petroleum and logistics space, adding that value-added activities linked to petroleum products could generate additional export revenue while strengthening the country’s role as a regional trade and maritime hub.

The renewed focus on petroleum-related exports comes amid growing interest in positioning Sri Lanka as an energy, logistics, and services hub in the Indian Ocean, with authorities seeking new sources of foreign exchange earnings and investment.

At the same time, the EDB Chairman stressed that achieving the country’s export ambitions would depend heavily on implementing a series of long-awaited policy and institutional reforms identified under the National Export Development Plan (NEDP).

He said reforms relating to the EDB, trade facilitation, and the wider export ecosystem were being finalised through collaboration between the EDB, Industry and Entrepreneurship Development Ministry, and Finance Ministry.

While declining to provide a firm implementation deadline, Wijesinghe said the reforms were being treated as a priority given their importance to meeting Sri Lanka’s five-year export targets.

“Our objective is to implement these measures as quickly as possible,” he said, noting that export growth would require not only new sectors and investment but also a more efficient trade and regulatory framework.

Celebrating the vibrant culinary traditions of Karaikudi, a town in Tamil Nadu’s Sivaganga District renowned for its rich gastronomy, Choccan is the newest Karaikudi restaurant located at Kotahena.

The restaurant brings the essence of South Indian cuisine to Sri Lanka, offering an array of aromatic, flavourful, and traditional dishes rooted in Karaikudi’s culinary heritage. Drawing on centuries-old cooking methods, the menu combines native spices with carefully selected ingredients sourced from both Sri Lanka and India. Customers can enjoy a wide selection of everyday favourites and regional delicacies, including Idli, Dosa, and Sambar, as well as signature specialities such as Meen Kuzhambu, Kari Dosa, Chettinad Chicken, Mutton Chukka, Bun Parota, and more.

The vision behind Choccan is inspired by the founder’s frequent travels to India and an appreciation for Karaikudi’s distinctive cuisine, renowned for its flavours, aromatic spices, and meticulous preparation. The restaurant wants to offer an exceptional culinary experience, creating the authentic flavours of Karaikudi while embracing the warmth and hospitality that define South Indian culture.

Choccan offers a distinctive culinary experience, from its carefully curated menu to its welcoming ambience. Every aspect of the restaurant reflects the traditions, heritage, and spirit of South India. The use of authentic ingredients and traditional recipes ensures that each dish captures the richness of Karaikudi cuisine.

Choccan offers an inviting destination for South Indian food enthusiasts in Sri Lanka. Whether dining with family and friends or discovering new culinary favourites, savouring the distinctive flavours of Karaikudi in the heart of Kotahena.

In a significant milestone for youth-led advocacy in South Asia, the Liberal Youth Movement (LYM) Sri Lanka has officially been accepted as a member of the International Federation of Liberal Youth (IFLRY). The historic decision was finalised at the 58th IFLRY General Assembly held recently in Taipei, Taiwan, placing Sri Lankan youth advocates on a prominent global stage.

Founded in 2022 by Namini Panditha-a prominent Sri Lankan Attorney-at-Law, author, podcaster, and digital media personality-the Liberal Youth Movement was established to address a critical gap in grassroots civic engagement. The movement’s mission focuses on empowering young people across diverse socio-economic backgrounds to champion core democratic ideals, individual rights, the rule of law, and peaceful public dialogue.

In just four years, LYM has grown into a highly active network spanning multiple districts across Sri Lanka. Through regional workshops, training initiatives, and constitutional advocacy, the organisation has consistently driven political and legal literacy among the country’s youth, even initiating proactive legal measures to protect fundamental liberties during periods of national crisis.

Speaking on the global recognition, Panditha emphasised the long-term vision behind the movement. “When we started LYM, our goal was simple yet urgent: to build an inclusive space where young Sri Lankans could learn to participate meaningfully in governance and defend their civil freedoms. Becoming a part of IFLRY connects our local efforts directly to a worldwide community of youth leaders who share these exact principles,” she stated.

The International Federation of Liberal Youth (IFLRY), headquartered in Berlin, Germany, is the premier global umbrella organisation for liberal, democratic, and radical youth groups. Holding a Special Consultative Status with the United Nations Economic and Social Council (ECOSOC) and full membership within Liberal International, IFLRY bridges national youth movements with powerful international platforms. By joining this network, LYM Sri Lanka gains access to vital global resources, international policy forums, and collaborative human rights networks.

The induction has drawn widespread praise from regional bodies, including South Asia Students For Liberty (SFL), who commended Panditha and her team for their relentless efforts in growing the liberty movement within the region.

As Sri Lanka navigates complex socio-economic reforms, the formal inclusion of LYM into the global framework of IFLRY highlights the evolving role of young professionals and civil society leaders in shaping the nation’fs democratic future.