Category: Daily Financial Times

The finance industry is undergoing one of the most significant transformations in its history. What was once a sector driven by physical branches, paperwork, and human intermediaries is now becoming a digital ecosystem powered by data, algorithms, and intelligent systems. Technology is not simply improving financial services – it is fundamentally redesigning how the financial world operates.

At the heart of this transformation is the shift from traditional banking models to digital-first financial services. Banks are no longer just places to deposit money or apply for loans; they are becoming technology platforms. Mobile apps now act as full-service branches, enabling customers to open accounts, transfer funds, invest, and even access financial advice without ever stepping into a building. This shift reduces costs for institutions while delivering faster, more convenient services for users.

The rise of financial technology, or FinTech, has accelerated this change. FinTech companies specialize in using technology to solve financial challenges in simpler, faster ways. They have introduced innovations such as peer-to-peer payments, digital lending platforms, robo-advisory investment tools, and online insurance services. These firms operate with agility, focusing on user experience and rapid innovation. As a result, traditional banks are increasingly partnering with FinTech startups to remain competitive and modern.

Data has become the backbone of modern finance. Every transaction, purchase, and digital interaction creates information. Financial institutions use advanced analytics and Artificial Intelligence (AI) to turn this data into actionable insights. AI systems can analyze spending behavior, detect fraud, assess creditworthiness, and personalize financial products. Instead of offering the same services to everyone, banks can now tailor solutions to individual needs.

Fraud detection is one area where technology has made a significant impact. AI algorithms monitor millions of transactions in real time, identifying unusual patterns that could indicate fraud. This level of speed and precision would be impossible through manual monitoring. As digital transactions increase, intelligent security systems become essential for maintaining trust.

Blockchain technology is another innovation reshaping finance. A blockchain is a distributed digital ledger that records transactions securely and transparently. Because records cannot easily be altered, blockchain reduces the risk of fraud and errors. In cross-border payments, blockchain can shorten processing times from days to minutes, lowering costs and improving efficiency. Financial institutions are also exploring smart contracts, which automatically execute agreements when specific conditions are met.

The investment sector has also been transformed. Online trading platforms allow individuals to invest in stocks, bonds, and other assets from their phones. Robo-advisors use algorithms to build and manage portfolios based on a client’s goals and risk tolerance. This technology makes wealth management more accessible, especially for younger investors and those with smaller portfolios.

Another major development is open banking. This system allows customers to share their financial data securely with third-party providers through APIs (application programming interfaces). With customer consent, different financial apps can work together, offering a more integrated experience. For example, budgeting apps can connect directly to bank accounts, helping users track spending and plan finances more effectively.

Regulatory Technology, or RegTech, is helping institutions manage complex compliance requirements. Financial regulations are strict and constantly evolving. Digital tools can monitor transactions, generate reports, and flag potential violations automatically. This reduces the risk of penalties and allows compliance teams to focus on oversight rather than manual paperwork.

Financial inclusion is one of the most powerful benefits of technology in finance. In many parts of the world, people lack access to traditional banking services. Mobile money platforms and digital wallets allow individuals to store money, make payments, and access microloans using only a smartphone. This expands economic participation and supports small businesses and entrepreneurs.

Despite these advances, challenges remain. Cybersecurity threats are growing as more financial services move online. Hackers target banks, payment systems, and even customers directly. Financial institutions must continuously upgrade security measures, including encryption, biometric authentication, and real-time monitoring.

Data privacy is another concern. Financial data is highly sensitive, and institutions must handle it responsibly. Clear policies, secure systems, and transparent practices are necessary to maintain customer trust.

The future of finance will likely be shaped by even more advanced technologies. Artificial Intelligence may provide real-time financial coaching, analyzing income, spending, and savings to offer personalized advice. Digital currencies issued by central banks could change how money is stored and transferred. Embedded finance – where financial services are integrated into non-financial platforms like shopping apps – will make transactions even more seamless.

Ultimately, technology is turning finance into a more connected, efficient, and customer-focused industry. The boundaries between banks, technology firms, and service providers are blurring, creating a dynamic financial ecosystem. Success in this environment will depend on balancing innovation with security, convenience with responsibility.

The financial institutions that thrive will be those that see technology not as a tool to support operations, but as the foundation of their strategy. In this new era, finance is no longer just about money – it is about intelligent systems that move value safely and instantly across a digital world.

Colombo Land and Development Company PLC has appointed Urban Development Authority Chairman M. G. Hemachandra to its Board as a Non-Executive Director.

Hemachandra is a distinguished professional of experience in development policy analysis and formulation, economic development program and project design, implementation, and post-evaluation. A veteran in corporate governance, strategic planning, project management, procurement, and Contract Administration, he holds an MBA in Infrastructure and a Bachelor of Engineering (Hons) from the University of Moratuwa.

As the UDA Chairman, Hemachandra provides strategic leadership to transform Sri Lanka’s urban development framework. His key priorities include strengthening transparent and efficient governance, revitalising strategic and stalled urban development projects, enhancing investor confidence and public-private partnership initiatives, and modernising urban policy and planning in line with sustainable development goals, smart city concepts, and national economic priorities. He is also focused on promoting integrated and sustainable urbanization, driving digital transformation through e-governance, fostering multi-agency coordination, and ensuring urban development contributes directly to GDP growth, employment generation, and improved living standards.

Previously, Hemachandra served as Chief of Yen Loan Operations at JICA Sri Lanka, overseeing development portfolios across water supply and sanitation, ports, airports, irrigation, agriculture, livestock, fisheries, and rural development sectors. His earlier professional experience includes service as Senior Engineer at the National Water Supply and Drainage Board, and Project Engineer at the Central Engineering Consultancy Bureau. He also sits on the boards of management and advisory councils for several prominent organisations.

In addition to serving as the Chairman of the Urban Development Authority, Hemachandra also serves as the Chairman of Urban Investment and Development Company Ltd. as a Director of Lanka Rest Houses Ltd., Ocean View Development Ltd., Urban Settlement Development Authority, Water’s Edge Ltd., and the Tea, Rubber and Coconut Estates (Control of Fragmentation) Board.

As of end-September 2025 the UDA was the third largest shareholder with a 17.45% stake after E.G. Ng (23.71%) and Hikkaduwa Beach Resort PLC (20.22%). Ceybank Unit Trust held a 5.96% stake.

The Ministry of Finance, Planning and Economic Development has issued a new circular providing financial assistance to micro, small and self-employed businesses impacted by Cyclone Ditwah, expanding the relief measures introduced under Budget Circular No. 08/2025.

”Poor Mexico, so far from God, so close to the United States”-Porfirio Diaz, Ruler of Mexico (1876 1911).

My interest in trade agreements arose while working on my PhD in Canada in 1982-1985. Having been immersed in the protectionist/State-centric discourse that pervaded Sri Lanka in the 1970s, I was intrigued that the Canadian Government was pressing for a bilateral agreement with the more powerful and much larger United States.

The Canada-US Free Trade Agreement (CUFTA) that was signed in 1987 was the first to include services trade. Given the cultural protectionism that was pervasive among many of the people I interacted with, I was also surprised that services were included. In one of my first publications on services trade I stated: ‘the Canada-US FTA is the only availability ‘laboratory’ for the study of free trade in services. . . . Such research is also of value to groups in other countries seeking to shape integration processes of various kinds including free-trade arrangements and labour exports.’

CUFTA became NAFTA, which then was renegotiated and renamed during the Trump first term as USMCA. This served to blunt the force of the pressure exerted on Canada and Mexico by President Trump in 2025. He announced massive tariffs but found they would not apply to trade that was covered by the agreement. This was a confirmation of the central justification for trade agreements: protection of the smaller partners (Canada and Mexico) from bullying by the powerful partner.

The USMCA is up for review in July 2026. Trump is likely to try to insert provisions harmful to Canada and Mexico. Will Canada and Mexico push back and achieve a mutually satisfactory agreement? Or will they walk away? If the latter, they will be subject to Trump’s volatility with no safeguards. These are issues that must be on the Canadian Prime Minister Mark Carney’s mind these days.

Fortress or trade diversification

Hints of Carney’s thinking may be gathered from his acclaimed speech in Davos:

”Many countries are drawing the same conclusions – that they must develop greater strategic autonomy: in energy, food, critical minerals, in finance and supply chains.”

”And this impulse is understandable. A country that cannot feed itself, fuel itself or defend itself has few options. When the rules no longer protect you, you must protect yourself.”

”But let’s be clear-eyed about where this leads. A world of fortresses will be poorer, more fragile and less sustainable.”

”And we are no longer relying on just the strength of our values, but also on the value of our strength.”

”We are building that strength at home.”

”Since my Government took office, we have cut taxes on incomes, on capital gains and business investment. We have removed all federal barriers to interprovincial trade. We are fast-tracking a trillion dollars of investment in energy, AI, critical minerals, new trade corridors and beyond.”

”We are doubling our defence spending by the end of this decade and we’re doing so in ways that build our domestic industries.”

”And we are rapidly diversifying abroad. We’ve agreed a comprehensive strategic partnership with the EU, including joining SAFE, the European defence procurement arrangements.”

”We have signed 12 other trade and security deals on four continents in six months.”

”In the past few days, we have concluded new strategic partnerships with China and Qatar.”

”We’re negotiating free trade pacts with India, ASEAN, Thailand, Philippines and Mercosur.”

Canada is not adopting the fortress approach. Its focus is on trade diversification through free trade agreements. Because Canada’s industrial areas are mostly around the Great Lakes, very close to the US market and far from Asian and European markets, trade diversification is not easy.

Like Canada, Sri Lanka has also been subject to the Trump treatment. Having thought that a 20 percent tariff we could live with had been negotiated by making yet undisclosed concessions, we are again under threat for trading with Iran. Our choices are no different from those facing Canada.

Rationale for agreements

It is private firms that engage in foreign trade, not governments. Because most economic actors in both Canada, India and Sri Lanka have a degree of autonomy from the State, companies will not invest or engage in trade as directed by political authorities to satisfy strategic objectives.

I recall the distinct lack of enthusiasm on the part of India’s partially-state-owned IOC to take over the colonial-era oil tanks in Trincomalee in 2002. They obeyed their Government’s directions only when the tanks were bundled with a fuel-distribution business.

Private entities will take risks, but they would prefer reduced risks of administrative expropriation. Bilateral or other trade and investment agreements reduce risks flowing from State action.

Economic actors who are immersed in ‘deal culture’ dislike legally binding trade and investment agreements. They prefer deals worked out through favourably disposed politicians and officials. Their opposition is not worded in this language, but is clothed in the rhetoric of national sovereignty.

In practice, the authorisations for employment of foreign professionals and for investment in the telecom and IT industries in Sri Lanka were GATS+, or more liberal than the legal commitments that had been made. I pointed this out to a leading opponent of the IT sector commitments in the proposed India-Sri Lanka agreement. His response was that unilateral liberalisation could be withdrawn, which was not the case with treaty-level bilateral agreements. The external investor or trader is thus exposed to risks of rule changes damaging to his business case. This can only be mitigated by partnering with a deal maker.

What must be done

Sri Lanka can no longer consider the United States a trustworthy trade partner. It is in the interests of exporters and the country to diversify. Not that we do not sell to the US, but we cannot be dependent on that market. The only way to diversify is to fast track trade negotiations in Asia. Reduce or eliminate para tariffs on imports and make it easier to import and export.

Asia Rugby Elite Panel Referee, Aymen Jrill of Saudi Arabia will officiate the CR vs Havies and Kandy vs CH in the Super Round Cup encounters this weekend.

The appointment has been made in collaboration with Asia Rugby, underlining the importance attached to this decisive phase of the domestic league. With the Super Round set to determine the ultimate contenders for the league title, the presence of an internationally accredited referee brings added credibility and assurance to the competition. Jrill, a highly respected official within the AR circuit, is known for his firm control, consistency at the breakdown, and clear communication with players.

After three matches each team will be ranked with their accumulated points in round 1 and the top two teams will play in the Super final. This encounter will be played at the number 1 placed teams home ground. The two plate encounters will be officiated by the local referees. (SJ)

Seylan Bank PLC has appointed Ramani Samarasundera to its Board as an Independent Non-Executive Director.

Samarasundera holds a Bachelor of Science degree from the University of Colombo and brings with her over 30 years of experience in marketing, brand building, and consumer insight-driven growth, gained across several leading fast-moving consumer goods (FMCG) organisations.

She currently serves as the Group Chief Marketing Officer of CIC Holdings PLC, as part of the senior management team. Prior to this, she spent two decades at Unilever Sri Lanka, including eight years on the board, followed by senior marketing roles at Atlas Axillia and Hemas Consumer Brands.

Samarasundera is widely recognised within the industry for her ability to leverage strong consumer insights, market dynamics and brand strategies to build and grow some of Sri Lanka’s most loved consumer brands. She has also contributed significantly to industry capability building through her involvement with the International Advertising Association (IAA) other professional bodies, and customised training and is regarded as a role model in leadership and work-life balance.

Top seed Carlos Alcaraz is within two victories of a career grand slam after piling more major pain on home hope Alex de Minaur in a largely straightforward Australian Open quarter-final victory, secured 7-5, 6-2, 6-1 in 136 minutes on Rod Laver Arena.

The heavily anticipated clash delivered a sensational first set in which De Minaur looked a peer of the world No 1. However, Alcaraz took control beyond the one-hour mark, leaving the last Australian in the singles draw helpless, exasperated and pacing behind the baseline between points.

De Minaur is now the third man in the Open era, after Andrey Rublev and Tommy Robredo, to lose his first seven grand slam quarter-finals. He walked off the court downtrodden, and his mood hadn’t lifted by the time he spoke to press half an hour later.

‘It doesn’t feel amazing, I’ll tell you that,’ he said. ‘You try to do the right things, you try and keep on improving, but when the results don’t come, or the scoreline doesn’t reflect those improvements, then of course you feel quite deflated.’

Alcaraz won the first three games of each set, and while the Australian found a revival in the first frame, the Spaniard’s serve and groundstrokes wore down De Minaur’s valiant but ultimately helpless defence.

The No 1 seed said his level has been increasing as the tournament goes on, but he admitted he was tested in that first set. ‘I started the match really well, hitting really well the ball,’ he said. ‘But Alex makes you [feel like] you are in a rush all all the time, so you want to hit the ball as hard as you can every every ball, which is impossible against him. From 3-0 until 4-3, I was in a rush, but I took a moment, took a break.’

From there, Alcaraz produced a formidable display, leaving De Minaur exposed as a wannabe on the world stage. ‘There was some good parts out there, but overall I’m playing out of my comfort zone and at times out of my skin,’ the Australian said, adding he must tweak his normally flat groundstrokes if he is to ever compete with Alcaraz and Jannik Sinner.

‘They’ve got so many revolutions on the ball that they’re able to not only play at a higher speed, but also have that consistency because they’re able to get that spin that helps the ball come down, and create different angles as well.’

The Sri Lankan tea industry experienced an increase in Production, Exports whilst recording a decrease in National Average for the period January to December 2025 compared to the corresponding period in 2024.

Iraq, Russia and Turkey continued with strong demand for Sri Lankan tea and were the top 03 importers for the period January to December 2025.

Macro-economic factors continued in fundamentally challenging the tea industry framework, with variations in supply and demand, currencies, and the political climate in importing countries.

Production

Total tea production of Sri Lankan Tea for the period January to December 2025 was 264.12 Mn/Kgs, as compared to 262.69 Mn/Kgs in 2024 (+1.43 Mn/Kgs). All three elevations recorded an increase in volume compared to the corresponding period last year.

Furthermore, the CTC Low Grown experienced a drop in volume whereas, High and Medium categories recorded an increase when compared to the corresponding period in 2024. Production and Exports showed an increase of +1.43 Mn/Kgs, and +11.65 Mn/Kgs respectively when compared to the corresponding period in 2024.

National Average of Teas

The total National Average of Teas sold for the period January to December 2025 was Rs.1,167.72 (USD 3.88) per kg in comparison to Rs.1,225.17 (USD 4.06) for the same period in 2024, which recorded a decrease of -Rs.57.45 in Rupee value and -USD 0.18 in Dollar Value. Low Growns averaged Rs.1,235.26 (USD 4.1); Mid Growns recorded Rs.1,025.82 (USD 3.41) with High Growns at Rs.1,100.86 (USD 3.66). All three elevations recorded a drop in Rupee and Dollar value when compared to the corresponding period in 2024.

Low Growns with the largest market share at 60.40% of production, recorded a decrease of -Rs.69.12. Meanwhile, High and Medium Growns recorded a drop of -Rs.40.77 and -Rs.38.66 respectively in comparison to the corresponding period in 2024.

Exports

Sri Lanka Tea Exports for the period January – December 2025 amounted to 257.44 Mn/Kgs vis-à-vis 245.79 Mn/Kgs recorded for the same period last year (+11.65 Mn/Kgs). The FOB average price per kilo for this period stood at Rs. 1,760.70 (USD 5.85) in contrast to Rs. 1,763.61 (USD 5.84), which shows a decrease in the Rupee term (-Rs.2.91) and increase in Dollar value (+USD 0.01) when compared to the corresponding period in 2024. The FOB value of Tea Bags has improved in comparison to the same period in 2024.

The Total revenue realized for the period January – December 2025 from Tea Exports was Rs.453.28 Bn (USD 1.51Bn) compared with Rs.433.47 Bn (USD 1.43 Bn) recorded for the period January to December 2024. It’s an increase in Rupee terms (+Rs. 19.80 Bn) and Dollar value (+USD 71.38 Mn) compared to the same period in 2024. Teas in Packets and Teas in bulk showed a decrease in FOB Value.

Iraq emerged as the top importer of Sri Lankan tea for January – December 2025, followed by Russia and Turkey. Tea exports to Iraq increased by +5.10 Mn/Kgs, whilst exports to Russia dropped by +3.39 Mn/Kgs. Meanwhile, exports to Turkey rose by +3.54 Mn/Kgs. Exports to Libya saw an increase of +8.64 Mn/Kgs and U.A.E recorded a drop of 2.81 Mn/Kgs.

In terms of the USD equivalent, based on the respective weighted average exchange rates, export earnings amounted to USD 1.51 Bn in 2025 compared to USD 1.43 Bn in 2024, USD 1.31 Bn in 2023, USD 1.27 Bn in 2022, USD 1.32 Bn in 2021.

World Tea Production, Export, and Import Statistics

China, the world’s largest tea producer, continued to dominate global production with a clear upward trend from 2020 to 2024. Tea Production increased steadily from 2,986.02 Mn/Kgs in 2020 to 3,063.15 Mn/Kgs in 2021, 3,181.04 Mn/Kgs in 2022, and 3,339.48 Mn/Kgs in 2023, reaching a peak of 3,740.00 Mn/Kgs in 2024. This consistent growth highlights China’s strong production capacity and expanding tea sector.

India, the second-largest producer, recorded relatively stable production levels with minor fluctuations during the period. Production rose from 1,257.53 Mn/Kgs in 2020 to 1,343.06 in 2021 and 1,365.23 in 2022, peaking at 1,393.66 Mn/Kgs in 2023. However, a slight decline was observed in 2024, with output falling to 1,303.53 Mn/Kgs.

Kenya’s tea production showed moderate variations over the five years. After recording 569.54 Mn/Kgs in 2020, production declined to 537.53 in 2021 and 535.04 in 2022. It then recovered to 570.26 Mn/Kgs in 2023 and further increased to 598.48 Mn/Kgs in 2024, indicating a strong rebound.

Trkiye’s tea production remained moderately stable, peaking at 282.03 Mn/Kgs in 2021. Production declined to 245.77 Mn/Kgs in 2022 but recovered slightly to 264.99 Mn/Kgs in 2023, followed by a further increase to 275.13 Mn/Kgs in 2024.

Sri Lanka experienced a decline in tea production over the period. Production increased from 278.49 Mn/Kgs in 2020 to 299.34 in 2021. However, it dropped sharply to 251.50 Mn/Kgs in 2022. Although a slight recovery was seen in 2023 (256.04 Mn/Kgs) and 2024 (262.16 Mn/Kgs), production remains below earlier levels.

Overall, the data reflects diverse trends among major tea-producing countries. China shows consistent growth, Kenya demonstrates recovery and expansion, while Sri Lanka continues to face production challenges. These patterns highlight the varying strengths and constraints within the global tea industry.

World’s Top Five Tea-Exporting Countries

Kenya continued to be the world’s leading tea exporter over the five-year period, recording the highest volumes among major exporting countries. Exports increased from 518.92 Mn/Kgs in 2020 to 558.93 Mn/Kgs in 2021, before dropping sharply to 450.33 Mn/Kgs in 2022. This decline was followed by a strong recovery, with exports rising to 522.92 Mn/Kgs in 2023 and reaching a peak of 594.50 Mn/Kgs in 2024, the highest level during the period.

China Mainland showed a relatively stable export performance. Volumes grew steadily from 348.82 Mn/Kgs in 2020 to 369.36 Mn/Kgs in 2021, peaking at 375.25 Mn/Kgs in 2022. Exports dropped to 367.54 Mn/Kgs in 2023 before increasing again to 374.12 Mn/Kgs in 2024, indicating consistent export strength.

India’s tea exports reflected a gradual upward trend after an initial decline. Exports fell from 203.80 Mn/Kgs in 2020 to 190.85 Mn/Kgs in 2021 but then improved to 219.17 Mn/Kgs in 2022, 231.69 Mn/Kgs in 2023, and further to 247.98 Mn/Kgs in 2024, showing steady recovery and growth.

Sri Lanka’s exports experienced noticeable fluctuations. Volumes rose from 262.73 Mn/Kgs in 2020 to 282.84 Mn/Kgs in 2021, followed by a significant drop to 247.10 Mn/Kgs in 2022. The decline continued in 2023 to 241.91 Mn/Kgs, before a slight recovery to 245.79 Mn/Kgs in 2024.

Vietnam recorded an overall declining trend in exports. Volumes increased marginally from 142.00 Mn/Kgs in 2020 to 145.00 Mn/Kgs in 2021, then fell to 131.67 Mn/Kgs in 2022 and 125.99 Mn/Kgs in 2023. A modest rebound was seen in 2024, with exports reaching 133.94 Mn/Kgs.

Overall, the figures illustrate shifting export patterns among major tea-exporting countries, influenced by production changes, market conditions, and evolving global demand.

Tea Imports for Consumption

Pakistan remained the largest tea importer during the period, although imports showed a steady decline. Volumes decreased from 251.59 Mn/Kgs in 2020 to 247.47 Mn/Kgs in 2021 and further to 236.50 Mn/Kgs in 2022. This downward trend continued in 2023 with imports at 236.06 Mn/Kgs, before falling further to 222.27 Mn/Kgs in 2024. Despite this reduction, Pakistan continues to hold a leading position in the global tea import market.

Tea imports into the United States showed noticeable fluctuations. Imports increased from 105.69 Mn/Kgs in 2020 to 114.74 Mn/Kgs in 2021 and peaked at 119.64 Mn/Kgs in 2022. However, volumes declined to 104.24 Mn/Kgs in 2023 before rebounding strongly to 123.36 Mn/Kgs in 2024, marking the highest level during the five-year period.

The Russian Federation experienced a gradual decline in tea imports after an initial rise. Imports increased slightly from 146.04 Mn/Kgs in 2020 to 149.48 Mn/Kgs in 2021. However, it dropped to 138.44 Mn/Kgs in 2022. This downward trend continued in 2023 with imports at 129.21 Mn/Kgs and further declined to 117.58 Mn/Kgs in 2024.

The United Kingdom recorded significant fluctuations in tea imports. Volumes dropped from 110.79 Mn/Kgs in 2020 to 91.83 Mn/Kgs in 2021, before recovering to 99.59 Mn/Kgs in 2022. Imports then declined again to 83.55 Mn/Kgs in 2023, followed by a rebound to 99.40 Mn/Kgs in 2024.

Egypt also showed varying import trends over the period. Imports declined from 93.80 Mn/Kgs in 2020 to 89.54 Mn/Kgs in 2021 and further to 86.07 Mn/Kgs in 2022. A sharp increase was observed in 2023, with imports rising to 100.28 Mn/Kgs, before easing slightly to 92.64 Mn/Kgs in 2024.

Overall, the data reflects Pakistan’s continued dominance as a tea importer, while the USA, Russian Federation, United Kingdom, and Egypt showed fluctuating trends influenced by changing demand and market conditions from 2020 to 2024

US growth is projected at 2.2% in 2026, supported by budget measures and the government reopening, before easing to 1.9% in 2027 as tariffs, policy uncertainty, and fading monetary stimulus weigh on activity.

As the IT and BPO sector continues to shape Sri Lanka’s economic future, the role of workplace infrastructure has expanded far beyond traditional office space. Today’s organizations demand reliability, scalability, sustainability, and environments that support both business performance and employee wellbeing.

Positioned as a true Destination for Innovation, Orion City IT Park has emerged as a pioneer in meeting these evolving demands through a thoughtfully planned city-within-a-city concept, purpose-built for the IT and BPO industry.

A Legacy Built as a Destination for Innovation

Part of the St. Anthony’s Group of Companies, Orion City IT Park has played a vital role in the development of Sri Lanka’s IT industry since its inception. From the beginning, Orion City was envisioned not merely as office space, but as a Destination for Innovation-where infrastructure, people, and systems come together to support long-term business growth.

Designed as a fully integrated business park, Orion City delivers built-to-specification, cutting-edge commercial and office infrastructure with a strong focus on real operational needs.

Key highlights of this Destination for Innovation include:

A 16-acre integrated IT and business park in Colombo 09

Over 10,000 professionals working within the Park

Home to more than 100 global and local companies

Two strategic locations in Colombo 09 and Colombo 03

Leading organizations operating from this Destination for Innovation include IFS, WNS, Virtusa, SCICOM, Infomate, Michelin, Atlas Axillia, CIN7, Gallagher, Omni Logistics, and BASF.

Flexible Workspaces at a Destination for Innovation

Recognising that innovation requires flexibility, Orion City offers a wide range of workspace solutions designed to scale seamlessly as businesses grow:

Warm-shell office spaces

Fully kitted-out offices

Co-working and shared workspaces

Meeting rooms and event spaces

The Tower Nest, located on the 9th floor of the Orion Tower, reflects the essence of a Destination for Innovation. It provides flexible workspaces ranging from 3 to 20 seats, complemented by modern meeting rooms, chill-out zones, and co-working areas. Designed with a low-energy footprint, the building delivers uninterrupted 24/7 power, ensuring continuity even during challenging periods.

Enterprise-Grade Infrastructure Supporting Innovation

As a Destination for Innovation serving global enterprises, Orion City’s operational capabilities extend well beyond basic workplace infrastructure.

Core infrastructure includes:

On-site CEB primary substation

Multiple backup generators ensuring uninterrupted power

High-density data centre and advanced data services

Structured data cabling and data ports at every workstation

High-speed internet connectivity from leading service providers

24/7 help desk and facilities management services

This enterprise-grade foundation enables organizations to operate seamlessly across multiple global time zones.

A Hassle-Free Environment at a Destination for Innovation

Innovation thrives in environments that remove friction. Orion City follows a self-contained city concept, combining productivity with everyday convenience to create a truly hassle-free working environment.

Across the Park, tenants benefit from:

Fully air-conditioned workspaces with modern office furniture

Easy-access facilities promoting inclusivity and equal opportunity

Ample car parking

Leading banks and ATM centres

Supermarkets and daily essentials

Fitness and wellness facilities

This integrated approach reinforces Orion City’s positioning as a people-centric Destination for Innovation.

Food, Beverage, and Daily Convenience

A Destination for Innovation must also support daily comfort and balance. Orion City offers a diverse range of food and beverage options within the Park, supported by ample seating and vibrant communal spaces:

Two food courts offering a variety of cuisines

Orion City Hotel restaurant and bar

Barista

Pizza Hut

P and S

Additional vendor spaces are available to accommodate future expansion as the workforce continues to grow.

Meetings, Events, and Value-Added Services

Collaboration is central to any Destination for Innovation. Orion City provides a variety of meeting and event spaces that support professional interaction and community building:

6-seater and 12-seater executive meeting rooms in Colombo 09 and Colombo 03

Customisable event areas accommodating up to 80 people at the Orion City Hotel

Audio-visual and presentation facilities

Dedicated service staff with optional food and beverage support

Additional value-added facilities include:

Bankhill Educare – a 3,000 sq.ft. childcare and after-school care facility

FHIIT – a leading CrossFit and fitness centre

Cargills Express – providing daily essentials within the Park

Regular community and networking events that strengthen the return-to-office culture

Sustainability at the Core of a Destination for Innovation

True innovation must be sustainable. Orion City is Sri Lanka’s first and only IT park to invest in a fully operational 700 kW solar power project, reinforcing its commitment to Environmental, Social, and Governance (ESG) principles.

Sustainability highlights at this Destination for Innovation include:

700 kW solar power generation at the Colombo 09 complex

LEED Gold-certified Orion Tower I

LEED Silver-certified Anton Building

Reduced reliance on conventional energy sources

Lower carbon emissions across the Park

This initiative supports key facilities including the Orion City Hotel, the Orion Stellar Data Center, and common services, positioning Orion City as a leading green IT and BPM Destination for Innovation.

EV Charging and Future-Ready Mobility

Further strengthening its sustainability journey as a Destination for Innovation, Orion City has introduced a state-of-the-art EV charging facility featuring:

120 kW ultra-fast CCS2 charger

62.5 kW CHAdeMO fast charger

Two 11 kW Type 2 chargers

Compatibility with both European and Japanese EV models

Conveniently located near cafés, restaurants, banks, the supermarket, and the hotel, the facility supports both Orion City tenants and the wider EV community.

Strategic Location and 24/7 Operations

Located within Colombo city limits and at the entrance to the Colombo-Katunayake Airport Expressway, Orion City offers easy access from all directions. Major bus routes and railway stations are within walking distance.

Operating 24/7, Orion City reinforces its role as a Destination for Innovation for organizations serving global markets.

Expanding the Destination for Innovation: OC by Orion City – Colombo 03

Building on its success in Colombo 09, Orion City has expanded its Destination for Innovation to Colombo 03 with OC by Orion City, a premium flexible office solution located in one of Colombo’s most prestigious business districts.

Key features include:

Fully private, ready-to-move-in office cubicles

Chill-out spaces on every floor

Meeting rooms and private call pods

Dedicated dining areas

Rooftop event space overlooking the Indian Ocean

Major data connectivity and 24/7 operations

Solar power, rainwater harvesting, drip irrigation, and landscaped green spaces

Looking Ahead: Expanding the Destination for Innovation to Kandy

As part of its long-term vision, Orion City is set to extend its Destination for Innovation to Kandy. The upcoming development will introduce a world-class co-working and office complex supported by modern IT infrastructure, hotel accommodation, food and beverage outlets, multi-functional event spaces, and ample parking-bringing the Orion City ecosystem to Sri Lanka’s central region.

A City Within a City. A Destination for Innovation.

More than an office park, Orion City represents a fully integrated business ecosystem supporting technology, sustainability, community, and growth. With multiple prime locations, enterprise-grade infrastructure, and a people-centric approach, Orion City continues to redefine how Sri Lanka works-today and into the future-as a true Destination for Innovation.

Enterprise B2B and technology businesses now operate in markets that are complex, fast-paced, and heavily saturated. Innovation cycles are shortening, buyer journeys are fragmented, and differentiation windows are narrow. Multiple stakeholders, overlapping solutions, and constant competitive noise mean success increasingly depends on disciplined, sophisticated go-to-market planning and execution rather than speed alone.

Cyaniq is a go-to-market consultancy with over a decade of experience, specializing in enterprise B2B and technology sector businesses. The firm focuses on helping complex organizations translate technical capability into clear commercial positioning and predictable growth outcomes.

For technology firms, Cyaniq designs structured go-to-market journeys tailored to enterprise realities. This includes defining target segments, value propositions, routes to market, and positioning frameworks, then aligning marketing, sales, content, and platforms into cohesive systems that scale differentiation, demand, and long-term value creation.

Service Journeys for Enterprise Technology Businesses

Brand and Positioning Systems

Brand identity, value propositions, and messaging frameworks built for enterprise and B2B technology markets.

Digital Platforms and Web Experiences

Design and development of scalable websites and digital touchpoints aligned to complex buyer journeys.

Discoverability and Authority

SEO, AEO, and content architecture designed to improve visibility, credibility, and AI-led discovery.

Go-to-Market and Market Entry

Segment definition, pricing and packaging, partner strategy, and launch frameworks for products and expansion.

Demand and Funnel Management-to-end funnel design covering awareness, consideration, conversion, and retention.

CRM and Marketing Technology

Implementation and integration of CRM, automation, analytics, and performance reporting systems.

Content and Thought Leadership

Structured content programs supporting demand, sales enablement, and industry authority.

Publicity and Media Management

PR, media engagement, executive visibility, and reputation management.

Performance Marketing

Data-driven paid media across search, social, and programmatic channels.

Social Media Channel Management

Management of owned and paid social platforms for brand, engagement, and demand support.

About Cyaniq

Cyaniq designs go-to-market systems that convert market complexity into competitive clarity, with a specialized focus on enterprise B2B and technology sector businesses. Backed by a decade of industry-tested experience serving top-tier local and global organizations, the firm brings deep domain understanding to complex, high-stakes markets. Grounded in customer demand, competitive dynamics, and commercial economics, The Cyaniq consulting approach pinpoints opportunity gaps, challenges friction, and defines the most direct path to sustainable value capture.

Turn market complexity into competitive advantage. Explore how Cyaniq can support your growth.