‘Govt. should impose death penalty’ – Prof. Mahanamahewa

With Sri Lanka grappling with an alarming rise in drug-related crimes and the growing influence of organised underworld networks, legal expert and former Human Rights Commissioner Prof. Prathiba Mahanamahewa has urged the Government to consider reintroducing the death penalty on a temporary basis especially for notorious drug traffickers.

He emphasised that if the Government intended to control the existing scale of drug menace, it needed to have stronger deterrents than the country’s present laws.

‘These are not ordinary criminals. They are part of highly organised cartels dealing in drugs, arms, and human trafficking, and they continue to operate from prisons and overseas. Society’s needs are higher than human rights at this point,’ he told the Daily FT.

Prof. Mahanamahewa said that his call was not for permanently bringing capital punishment but a temporary measure until Sri Lanka establishes a robust national security and justice framework similar to the USA Patriot Act of 2001.

He also highlighted the urgent need for international cooperation to curb the escape of criminals seeking asylum abroad, especially in European countries, having fast-track judicial processes, and responsible media reporting that does not glorify offenders.

Prof. Mahanamahewa, in this interview, explained the legal, moral, and practical aspects of reinstating the death penalty, his proposed alternatives, and the balance between human rights and national security in today’s Sri Lanka.

I am not recommending the death penalty as a permanent solution, but as a temporary measure until stronger legal frameworks are in place. Human rights must always be respected, and the right to life is enshrined in our Constitution. But when the safety of the entire nation is at stake, the Government must prioritise the collective good. I propose executing only those convicted of serious drug trafficking, not other criminals

By Shanika Sriyananda

Q: Why do you want the Government to consider reintroducing the death penalty?

A: Many underworld kingpins and serious offenders are involved in dangerous drug-related crimes. These culprits operate in organised gangs engaged in drug and arms trafficking, human trafficking, modern slavery, cybercrimes, money laundering, and immigration-related crimes.

In Sri Lanka, most suspects involved in organised crime have Interpol Red Notices, and there is now enhanced international cooperation among Asian countries. These criminals have accumulated billions in illicit wealth. With emerging drug cartels operating within Sri Lanka, the entire society is under threat.

At present, such offenders are detained under the Prevention of Terrorism Act (PTA) of 1979, as it allows authorities to hold suspects for 72 hours, and with approval, for 90 days or more. There is no other law that provides for this. For instance, the recently arrested five major drug smugglers are being held under the PTA.

If the PTA is abolished, as proposed, these criminals could be released or pardoned. The 2022 amendment to the PTA allows detention only under specific circumstances such as when there is clear evidence that the suspect might escape custody.

While some diaspora groups are advocating for the release of former LTTE cadres held under the PTA, the law is now also crucial for detaining dangerous organised criminals. Therefore, I urge the Government to introduce a National Security Act or a Patriotic Act, similar to the USA, to safeguard the country.

Currently, many criminals who are granted bail flee to Europe, particularly France and seek political or humanitarian asylum. Since the last execution in Sri Lanka on June 23, 1976, no one has been hanged, even though drug trafficking continues to rise. Some time ago, this issue became highly politicised, but the Government is now attempting to take control.

Drug traffickers view Sri Lanka as a liberal, relaxed country where smuggling is easy. The Government spends about Rs. 500 per prisoner daily but many operate their networks from inside prisons using mobile phones. This situation only encourages the drug trade.

Q: But there are strong objections from human rights organisations and religious leaders against capital punishment. What are your thoughts?

A: I fully support human rights and oppose lifetime imprisonment or execution as a general practice. However, society’s needs must come first. I’m not recommending a permanent reintroduction of the death penalty, but rather a temporary measure until alternative mechanisms are established.

Everyone remains silent while the drug menace grows. Former Governments had tried to reinstate the death penalty as a measure to bring down the escalating crime rate. Remember during former President Maithripala Sirisena’s tenure, even the Prison’s Department recruited a hangman and ordered a rope but due to protests, it was abandoned.

If a national survey was conducted today, I am confident that the majority of Sri Lankans would support the reintroduction of the death penalty, as they want to see a drug-free Sri Lanka for the sake of future generations.

Q: What alternative methods do you propose?

A: Instead of granting bail to major drug traffickers or serious criminals who later vanish, we can introduce measures like house arrest or establish special courts to expedite these cases.

The biggest problem lies in delays, especially with reports from the Government Analyst’s Department. Therefore, a dedicated unit must be established to work round the clock on such cases.

Proper rehabilitation and continuous monitoring using modern technology, including satellite tracking, are also essential.

When it comes to extradition, countries like France and Germany rarely return such criminals. Even with extradition orders, these individuals seek asylum and prolong proceedings through legal challenges.

For instance, in the case of the recent female suspect Sevandhi, who attempted to flee to the EU. The criminals had spent a massive amount of money but due to the capabilities of our investigators she was arrested.

Q: What countries still implement the death penalty, and are they successful in combating drug-related crimes?

A: Countries like China, Singapore, Botswana, the UAE, Saudi Arabia, Yemen, Afghanistan, Japan, and India still carry out executions, some temporarily and others regularly. Botswana, for example, resumed executions in 2022.

While no country has achieved 100% success, the rate of organised crime tends to drop when strict laws are enforced. Sri Lanka continues to seize over 1,000 kilograms of drugs at a time, yet new shipments keep arriving in the country.

I believe at least a temporary reintroduction of the death penalty would create a strong deterrent effect. My goal is to raise awareness among young people about the law and its consequences when involved in crimes, including drug trafficking and underworld crimes.

Q: How conducive is Sri Lanka’s legal environment if we are to reintroduce the death penalty?

A: According to Human Rights Watch, as of September 2025, there are 1,299 in death row, including 1,215 men, 84 females and 48 prisoners on drug related offences. Many are languishing in the prison since 1980s. Their sentences often get converted to life imprisonment, and with time, they can be pardoned. Presidential pardons for such offenders should not be allowed.

Legally, there is no domestic barrier. Once the High Court judge signs the order, the convicted person can still appeal to the Supreme Court.

The only challenge is at the international level, due to Sri Lanka’s obligations under the UN system. While Sri Lanka has signed the International Covenant on Civil and Political Rights (ICCPR) of 1966, it has not signed the optional protocol on abolishing the death penalty. Hence, we can legally proceed.

There will be pressure from organisations like Human Rights Watch and Amnesty International, but even countries such as Singapore and Saudi Arabia, both UN members, still enforce the death penalty.

Q: How do you assess the Government’s current efforts to combat the drug mafia?

A: The Government is doing commendable work. The introduction of the Proceeds of Crime Act is an excellent step, allowing authorities to trace and confiscate illegal assets of politicians, smugglers, and underworld figures.

Plans to bring a Serious Organised Crimes Prevention Bill is also welcome. International cooperation has improved, and several major arrests have been made recently with foreign assistance.

The Government should also strengthen extradition laws and mutual legal assistance agreements with EU countries like France, Germany, Luxembourg, and Austria to prevent these criminals from gaining asylum.

However, authorities must also increase public awareness and act impartially when enforcing the law.

Q: The Government plans to replace the PTA with a National Security Act. What are your thoughts?

A: I haven’t seen the draft, but since 2010, the UN has been pressuring Sri Lanka to abolish the PTA, alleging its misuse against politicians and former LTTE cadres. Now, however, it’s used mainly against drug traffickers.

If the PTA is abolished, the Government must ensure that ongoing detainees, such as the recently arrested five drug kingpins, are legally transferred to the new Act. Otherwise, they could be released.

I propose using the Serious Organised Crimes Act for this transition and temporarily reinstating the death penalty during this period after a proper case-by-case review.

Q: You have also proposed a law similar to the US Patriotic Act. Why?

A: Yes. After 9/11, the US introduced the Patriotic Act, which allows investigators to act swiftly on matters of national security, even without a warrant. Such a law empowers the state to respond effectively to threats.

Even if Sri Lanka reinstates the death penalty, the UN Human Rights Council alone cannot impose sanctions, as such decisions require UN Security Council approval.

If human rights bodies truly oppose the death penalty, they should impose sanctions on all countries that practice it, but not selectively on developing nations.

Q: What do you think the Government should do about the massive assets owned by these criminals?

A: Many local assets of drug dealers have been seized, but a large portion of their wealth is hidden abroad. The Government must strengthen diplomatic channels to trace and confiscate those foreign assets.

We have done this before, like when the Central Bank froze the assets of the LTTE’s TRO organisation. With strong international collaboration, this can be achieved again.

Q: As a former Human Rights Commissioner, how do you justify calling for the death penalty?

A: I am not recommending the death penalty as a permanent solution, but as a temporary measure until stronger legal frameworks are in place.

Human rights must always be respected, and the right to life is enshrined in our Constitution. But when the safety of the entire nation is at stake, the Government must prioritise the collective good.

I propose executing only those convicted of serious drug trafficking, not other criminals.

Q: Social media often glamorises these incidents, turning criminals into heroes. What is your view?

A: It is extremely unethical. When a Sri Lankan suspect kills multiple people in Canada, foreign media did not show every detail. But here, local media sensationalise every step, from airport arrivals to court appearances.

Faces of suspects should only be shown when authorities genuinely need public help to identify them. Otherwise, such exposure interferes with investigations and glorifies crime.

The Government must strictly regulate media coverage of ongoing investigations. The Government should also put restrictions on Police to prohibit individual investigators commenting and providing information on these highly secret investigations to the media. The information on progress of investigations should come only through an official channel such as the Police Spokesperson after proper verification.

Some media outlets and social media pages chase views and subscribers at the expense of ethics. This damages public trust and negatively influences young people. Freedom of expression is important, but it must not compromise national security.

 First Capital world’s first investment institution accepted for SSCI certification

In a historic milestone for sustainable finance, First Capital Holdings PLC, has been awarded the Certificate of Acceptance to the Sustainability Standards and Certification Initiative (SSCI) by the European Organisation for Sustainable Development (EOSD).

This landmark recognition was conferred recently during the Annual Global Sustainable Finance Conference held in Karlsruhe, Germany, positioning First Capital as the world’s first investment institution to receive this prestigious accolade.

A subsidiary of JXG (Janashakthi Group), First Capital Holdings is a pioneering full-service investment institution.

The latest achievement underscores First Capital’s commitment to embedding Environmental, Social and Governance (ESG) principles at the core of its investment philosophy. The SSCI Certificate of Acceptance affirms the company’s alignment with globally accepted sustainability standards and best practices, reinforcing its status as a responsible, future-ready leader in the global financial landscape.

In addition to receiving the SSCI recognition, Managing Director/CEO Dilshan Wirasekara was invited to participate as a panelist at the Annual Global Sustainable Finance Conference, hosted by the European Organisation for Sustainable Development in Karlsruhe, Germany.

Wirasekara joined an elite panel of global financial leaders to discuss ‘Financial Services in a Fast-Changing Economic World,’ offering strategic insights into how financial institutions must respond to evolving market dynamics through resilience, innovation and ESG integration. His contribution reflected First Capital’s deep commitment to aligning financial performance with sustainable impact, particularly within emerging markets.

The combination of thought leadership and global recognition at the same event positioned First Capital at the forefront of the sustainable finance movement, creating significant visibility for the company’s pioneering role on the international stage.

‘Receiving the Certificate of Acceptance to the SSCI is a transformative moment, not only for First Capital, but also for the broader South Asian financial sector,’ said Wirasekara. ‘This recognition reinforces our belief that sustainable finance is no longer a future ambition but a current imperative. We remain deeply committed to advancing ESG integration across all our operations, driving long-term value for our stakeholders, our economy and the environment.’ International Council of Sustainability Standards for Value-Driven Financial Institutions Chairman and EOSD CEO Arshad Rab said: ‘The International Council of Sustainability Standards for Value-Driven Financial Institutions is pleased to announce that First Capital PLC, one of Sri Lanka’s most forward-looking investment institutions, has officially joined the Sustainability Standards and Certification Initiative (SSCI). With over three decades of experience in capital markets, First Capital has been instrumental in strengthening Sri Lanka’s financial sector and supporting both individuals and businesses in achieving their financial goals. Its entry into SSCI reflects the company’s deep commitment to embedding true and holistic sustainability. We are delighted to welcome First Capital into the Sustainability Standards and Certification Initiative. Together, we will demonstrate that creating social, economic, and environmental value while reporting strong corporate performance are two sides of the same coin. We have no doubt about the commitment of First Capital, its management, and its shareholders to this vision.’

‘We look forward to working with First Capital to build a purpose-led institution that champions sustainable finance and contributes meaningfully to Sri Lanka’s economic and social progress while preserving the nature and combatting climate change,’ he added.

The SSCI is a global benchmark developed by EOSD to promote responsible financial institutions that actively support sustainable operations through transparent, accountable and verifiable ESG frameworks. First Capital’s acceptance to certification is not only a validation of its ongoing sustainability journey, but also a call to action for the investment community to align capital with purpose.

As the financial industry increasingly acknowledges the strategic imperative of sustainability, First Capital’s pioneering recognition by SSCI affirms its readiness to shape the future of finance where returns are measured not only in financial metrics, but also in social and environmental outcomes.

Aligning banking tech to growth: Inside HNB’s emerging innovation ecosystem

HNB Managing Director/CEO Damith Pallewatte HNB Executive Vice President /Chief Innovation Officer Chandima Cooray

Innovation thrives on collaboration, creativity, and experimentation. Yet in tightly regulated industries such as banking, innovation operates under fundamental constraints.

Managing the tension between delivering services with the speed and accessibility customers demand while maintaining stability and regulatory compliance creates fundamental obstacles for the banking industry.

This challenge also arrives at a decisive economic moment. Sri Lanka is accelerating its digital transformation with the National Digital Economy Strategy 2030 targeting a 4x increase in the digital economy to $ 15 billion by 2030.

While ambitious, the experiences of economies and institutions that have pursued progressive innovation approaches have unlocked exponential growth. Given the challenges and opportunities ahead, HNB Managing Director/CEO Damith Pallewatte believes such an exponential journey is no longer optional for Sri Lanka.

‘We are encouraged by the recent momentum and sincere commitment that we are seeing from all sides to accelerating Sri Lanka’s digital economy. I believe all Sri Lankans understand the immense challenges that we must overcome to ensure a durable recovery. Digitalised banking infrastructure will serve as the foundation of this transformation, unlocking transformative productivity gains,’ he said.

For an organisation like HNB that has been aggressive in its digital transformation, innovation – both strategic and technological, is part of its DNA.

Engineering an innovation ecosystem

From its early history to the present, the bank has been a first-mover on partnerships and technologies that deliver meaningful progress on financial inclusion and empowerment for individuals and enterprises across the island.

According to Pallewatte, those foundations together with recent strategic realignments are now clearing the path for an ambitious new wave of innovation-led growth as part of a broader push to make HNB Sri Lanka’s most future-ready bank.

‘In setting up the vision and strategy over the medium-long term, we spent considerable time with our teams on lessons learned from prior digital transformation experiences. We also examined the bottlenecks encountered and emerging global best practices that could be adapted to solve challenges faced by our customers.

‘What became clear is that to innovate, we needed to experiment with broad-based solutions. Individual business verticals would always run into practical constraints or only focus on areas with direct visibility. True value could only be unlocked by working across these verticals.’

He explained how in a more interconnected operating environment, useful ideas often emerge through partnership; whether across HNB’s business units or with fintechs, technology providers, startups, academia, and even students and young innovators. In essence: an innovation ecosystem.

Dual-speed innovation: centralising ownership, harmonising delivery

Over the past year, HNB has moved to unlock that potential through strategic internal realignment. Following a 2024 review of its digital strategy, the bank began aligning technology explicitly to growth.

Among the first changes was establishing a Chief Innovation Officer (CINVO) role, explicitly charged with building and orchestrating an innovation ecosystem across the institution and aligning it with the Chief Information Officer, Project Management Office and the Chief Data Officer.

The CINVO owns the innovation agenda end-to-end, including the newly launched HNB Innovation Studio-which rapidly designs experiments, iterates in a sandbox, and advances only those meeting pre-set success criteria. Development on promising ideas is enforced with budget and timeline discipline to move from pilot to scale without drift.

The model represents a structural answer to the innovation-compliance tension that defines regulated banking. Appointed to lead it is Chandima Cooray, a visionary technologist with over 25 years of diverse entrepreneurial experience leveraging technology to solve complex business challenges.

‘The ability to operate at dual-speed is essential to driving innovation without compromising stability and security,’ he said. ‘The Innovation Studio trials new capabilities in safe sandboxed loops. Every initiative starts with a value hypothesis and scorecard-we pilot quickly, measure impact, and only scale when controls are satisfied. The idea is to innovate rapidly, fail safely, and deliver real value.’

Meanwhile the CIO continues to take custody of core systems, ensuring stability, security, and near zero downtime. In parallel, the CDO builds HNB’s data spine: architecture, governance, and analytics that embed completeness, availability, and integrity while strengthening privacy and compliance.

Just as importantly, business verticals (Corporate, SME, Retail) sit under Chief Operating Officer Sanjay Wijemanne, with segment-agnostic capabilities (Digital, Transaction, Islamic Banking, Trade Finance) cutting across all three.

The total effect: less friction, more cross-pollination. By providing the Innovation Studio with a clear view of customer and employee needs bank-wide, IT and Data work in concert rather than through fragmented reporting lines.

This is also an ecosystem play. Where it accelerates value, HNB will collaborate with fintechs, technology providers, startups, academia, and student innovators.

Innovation in action: HNB Accept

That discipline is already shaping live work. In September 2025, just months after the structural realignment, HNB launched HNB Accept at the Sri Lanka FinTech Summit – a demonstration of the dual-speed model delivering tangible results.

Powered by Visa, HNB Accept represented a global first launch that enables small merchants or individuals who transact regularly to accept credit and debit card payments directly on their smartphone through the HNB Mobile App, without investing in traditional POS or mPOS devices with no further paper waste.

The execution timeline validates the organisational redesign. ‘From the day we decided to pursue this, we had three months to make decisions, handle technology integration, and launch at the FinTech Summit,’ Cooray explained. ‘That was only possible thanks to this model. The Innovation Studio working in concert with the CIO’s implementation capabilities, clear project management oversight, and direct alignment with business requirements.’

The product addresses fundamental market friction: small merchants accepting digital payments through manual bank transfers require customers to enter CEFT numbers, select banks, and navigate multiple error-prone steps.

HNB Accept collapses that friction into a simple smartphone transaction, democratising access to digital payment acceptance and accelerating Sri Lanka’s shift from a 90% cash-based economy toward the digital transaction infrastructure necessary for broader economic transformation.

Ecosystem expansion: Beyond single products

HNB Accept represents one strand of coordinated innovation flowing through the new governance architecture. Internal efficiency initiatives run in parallel, including agentic AI pilots designed to automate routine processes so customer-facing staff can handle higher transaction volumes and deliver faster, more personalised service.

Home loan evaluation processes are being re-engineered through AI-assisted assessment, with the goal of enabling same-day credit decisions rather than multi-day approval cycles; a direct customer experience improvement that also reduces operational costs.

‘We’re looking closely at experiences and lessons from regional leaders across Singapore, India, the Middle East, and Africa who have successfully navigated this transformation,’ Cooray noted.

‘The important lesson is that we don’t want to build everything ourselves. There are fintech startups and technology partners who excel at solving specific problems. Our role is to provide the platform, governance, and integration capabilities, ensuring that any innovation entering our ecosystem follows the same ethics and values that define HNB while delivering measurable customer benefit.’

HNB’s realignment positions the institution as a key driver of innovation at scale in Sri Lanka’s digital economy evolution. The Innovation Studio’s early successes provide validation of the model’s effectiveness. However, the broader test lies ahead: sustaining and scaling proven innovation across the network and continually evolving the ecosystem to meet emerging customer needs in an increasingly digital market.

 Weligama PS Chairman killing cause for serious concern

The killing of the Chairman of the Weligama Pradeshiya Sabha Lasantha Wickramasekera is a shocking reminder that violent crimes in this country continue unabated despite the Police Department’s much publicised crackdown on crime. The killing is all the more shocking because it took place inside the Weligama PS building where the victim was meeting with members of the public as it was Public Day. The assassins fled the scene after the shooting and the fatally wounded man was taken to the Matara Hospital where he died.

This killing is a serious cause for concern for all and as Opposition leader Sajith Premadasa pointed out in Parliament, such crimes pose a threat to national security.

The words of Public Security Minister Ananda Wijepala are not particularly reassuring. His thinking is that the slain man was connected with those in the drug trade and hence a violent death was awaiting him sooner or later. His premise is, ‘those who live by the sword, will perish by the sword’ and that political parties should think twice about who they choose to give nominations to during elections to exclude such characters.

Other NPP MPs too have voiced such sentiments while promising full investigation into the killing.

Let’s face it. The hands of the majority of politicians are not clean and the JVP-led Government should know more about it than anyone else. The JVP has been responsible, along with the LTTE for eliminating elected representatives of different political parties.

Whatever the case with regard to the slaying of the Weligama PS Chairman, a Government in power cannot wash its hands of the crime. Such incidents only bring back memories of a time when elected officials were all too often the victims of suicide bombers and gunmen. Maybe the hands of some of those killed were not clean but that doesn’t mean one can endorse such crimes and blame the victim.

In the past few years, political violence has receded even though there are the usual skirmishes during election time but killings are rare. The last elected representative to be killed was former MP Amarakeerthi Athukorala during the heydays of the Aragalaya. Yesterday’s killings should be taken seriously and the Police and the Government must act to apprehend the killers and not hide behind excuses that the victim had links to drug dealers.

The Police Department has been showing off its big catches involved in the drug trade in the country of late and also of carrying out checks all over the country. The statistics given are mind-boggling. Over five million individuals were searched from January to September this year. Instead of just putting such news out into the public domain, what is needed is for the Police to work with better intelligence and undercover operatives if the anti-drug campaign is to be a success.

The Government will launch a National Campaign to Eliminate Drugs and Organised Crime on 30 October at the Sugathadasa Stadium with the intention of eradicating the drug menace and dismantling organised criminal networks. Previous Governments too have put on some mega shows of this nature but they have fallen by the wayside after a while.

The country has seen a record number of shootings this year, over 70 with over 40 deaths. The latest death will become just a number but if elected representatives are shot dead while they are inside a government building, it does little to build public confidence in the Police or the Government.

 Unspoken rift: When founders and siblings collide in family businesses

Every great enterprise – whether a global conglomerate or a Sri Lankan household name – begins with a dream. An individual, armed only with courage, vision, and relentless drive, turns a simple idea into a living organism that creates jobs, builds brands, and sustains the economy. These entrepreneurs are the beating heart of every nation’s progress, yet their private struggles often remain unseen.

Behind every triumphant photograph in a business magazine lies a story of pain, sacrifice, and loneliness. Founders risk everything – their savings, their homes, their health, and their family time – to build something enduring. They miss birthdays, family dinners, and milestones, while their children grow up seeing not a parent, but a perpetual worker.

Ironically, the very success that brings them prestige and prosperity also sows the seeds of future conflict. When the time comes to pass on the business, many founders discover that the most devastating battles are not fought in the marketplace, but within their own homes.

From enterprise to family business

Every business begins as a founder’s enterprise – a reflection of one person’s energy and faith. But as years pass and the founder’s children mature, it inevitably transforms into a family business. Whether or not the siblings join management, once ownership passes to the next generation, the transition is complete.

By this stage, the founder is often in his sixties or older. The company has become a national institution, employing hundreds and contributing significantly to the economy. Yet amid this maturity emerges a new challenge – the generational divide. The founder who grew up amidst scarcity, risk, and relentless toil now faces a generation raised in abundance, exposure, and comfort.

The founder’s hard-earned prudence meets the siblings’ confidence born of global education. He values loyalty; they value merit. He believes in experience; they trust systems. What begins as a clash of methods gradually becomes a clash of mindsets – and soon, of identities.

The 30-13-3 phenomenon

Global research underscores this vulnerability. Studies show that only 30% of family firms survive into the second generation, 13% into the third, and a mere 3% into the fourth. This is known worldwide as the 30-13-3 phenomenon – or the ‘three-generation trap.’

The reasons are varied: poor governance, weak succession planning, unequal ownership structures, and emotional entanglements. Yet beneath all these factors lies a silent but powerful trigger – conflict between the founder and the siblings.

Sri Lanka has witnessed this cycle repeatedly. Many once-prominent business dynasties have fractured, not because of competition or market forces, but because of unresolved family tensions. Founders who built empires from nothing now live privately tormented, lamenting that the legacy they created to unite their families has instead become the source of division.

The founder’s sacrifice – and the family’s perception

Most first-generation entrepreneurs devote 30 to 40 years entirely to their businesses. They live and breathe survival – battling banks, crises, and bureaucracy, often without sleep or holidays. Every small victory comes with personal cost.

To the founder, these sacrifices are justified – the business is a love letter to his family, a gift of security and pride. Yet to the family, the story feels different. The children remember not the gift, but the absence – the missed birthdays, the unanswered calls, the emotional distance.

Years later, when they join the business, these unspoken grievances resurface. What appears to be a dispute over business strategy often conceals deeper emotional wounds – a lifetime of feeling secondary to the company.

The clash of worlds

Research in the Journal of Family Business Strategy shows that intergenerational conflict is almost inevitable in founder-driven firms. Founders are shaped by struggle – they trust intuition over analytics, loyalty over credentials, and personal control over delegation. Their children, in contrast, are products of structure, technology, and education. They prize systems, professionalism, and balance.

Neither side is wrong – but both see the other as misguided. For the father, borrowing to expand feels bold and visionary; for the son, it looks reckless. For the founder, frugality is virtue; for the daughter, it signals stagnation. An old business saying captures it well: ‘A rupee in the founder’s hand equals ten cents in the son’s.’ Wealth earned through sweat is guarded fiercely, while inherited wealth is spent easily. Across cultures, this truth has echoed for centuries – father entrepreneur, son playboy, grandson beggar.

In Sri Lanka, where reverence for parental authority runs deep, such differences can simmer silently for years until they erupt explosively when the next generation assumes power.

Favouritism, succession, and spouses

Nothing tests family harmony like succession. Many founders, often unconsciously, favour one child – usually the eldest or the most visible – as heir apparent. Others avoid naming a successor altogether, hoping the issue will resolve itself. Both approaches breed resentment.

Research in the Journal of Family Business Management reveals that fairness in process matters more than fairness in outcome. Siblings will accept unequal inheritance if the decision is transparent and dignified. But when succession is decided behind closed doors, bitterness lingers for life.

Another complicating factor is marriage. When siblings marry, new influences – and sometimes new ambitions – enter the family ecosystem. Spouses become advisers, alliances shift, and emotional boundaries blur. Studies published in Family Business Review identify spousal influence as one of the top three triggers of governance breakdowns in Asian family firms. In Sri Lankan families, in-laws can inadvertently become power brokers, shaping perceptions and loyalties. What begins as a simple disagreement over recruitment or budgeting can evolve into a feud that divides an entire household.

The cultural silence

Sri Lankan society treats family disputes as private shame. The idea of discussing family rifts publicly – even for learning – feels taboo. Yet, beneath polished corporate exteriors, many of our most admired founders carry immense personal pain.

Late at night, behind closed doors, they confide in spouses or lawyers: ‘I built this for my children, and now it’s destroying us.’ The media celebrates their companies, but never the emotional cost. Behind the smiles at awards ceremonies are lonely patriarchs who have mastered business battles but lost the peace at home.

The emotional undercurrent

Psychological research calls this phase succession grief – the founder’s subconscious struggle with letting go. For many, stepping aside feels like death in slow motion. The business is their identity; its loss feels like erasure. Children’s eagerness to lead is misinterpreted as arrogance, while their efforts to modernise are seen as rebellion.

On the other hand, siblings entering the business often feel under constant surveillance, their ideas dismissed as inexperience. They long for autonomy but fear disappointing the very person they most admire.

This cycle – of control and resistance, pride and hurt – corrodes trust. Boardrooms turn into battlefields, and family dinners into strategic meetings.

Global lessons on continuity

Across the world, some family enterprises have found ways to survive these transitions. The Ford family in the United States institutionalised governance through family councils and independent boards. The Tata Group in India built continuity through professional management and shared purpose rather than lineage.

Ingvar Kamprad, founder of IKEA, placed ownership under a foundation to prevent future heirs from dismantling the business. The Hermès family in France has maintained unity over six generations by nurturing craftsmanship as a shared identity rather than a personal possession.

These families learned early that emotions and economics must be managed together. Governance, they realised, is not a loss of control – it is the preservation of legacy.

Sri Lankan lessons and missed opportunities

In Sri Lanka, too, there are stories of both collapse and continuity. Several once-dominant family enterprises have vanished through internal division – brothers parting ways, businesses splintered, reputations lost. Others, such as Hayleys, Carsons, and Aitken Spence, have endured for more than a century by embedding professionalism and depersonalised governance into their DNA.

Most founders, however, postpone these conversations until crisis forces them. Out of love or denial, they believe affection will suffice. But affection without structure is fragile. Without defined boundaries between family and business, neither survives intact.

The strengths that can save family firms

Despite the risks, family enterprises hold two enduring strengths that public corporations can never replicate. The first is familiness – the shared trust, loyalty, and purpose that binds members beyond contracts. The second is socio-emotional wealth – the pride and identity derived from belonging to something built by blood.

When nurtured, these strengths can power extraordinary resilience. When neglected, they turn poisonous – loyalty becomes control, pride becomes ego, and belonging becomes ownership entitlement.

How wise founders build continuity

Founders who have successfully navigated these transitions share a mindset of preparation and humility. They begin early, not with ultimatums but with dialogue. They send their children to gain outside experience before joining the business, ensuring they learn humility and professionalism. They expose them to the industry strategically, letting them contribute meaningfully rather than ceremonially.

Some allow their children to start small spin-off ventures, backed by seed capital, to cultivate independence and confidence. When those ventures mature, they are integrated back into the group, strengthening both the business and the bond.

Above all, these founders embrace governance – family councils, constitutions, transparent shareholder agreements, and independent boards. These mechanisms convert emotion into order, and ambition into alignment.

A Sri Lankan imperative

Sri Lanka’s economy cannot afford to lose its entrepreneurial legacy to family feuds. At a time when capital flight, brain drain, and policy uncertainty already strain the private sector, the disintegration of established family firms would be a national tragedy.

It is time for Sri Lankan entrepreneurs to give family governance the same seriousness they give to financial performance. Business schools and chambers must integrate family business strategy into their programs. The Postgraduate Institute of Management (PIM), COYLE, and SLID can lead this transformation, just as INSEAD, IMD Lausanne, and Kellogg School have done abroad.

The media, too, should evolve – celebrating not only startups and profits but sustainability across generations. Family business continuity is not just a private goal; it is a national necessity.

The founder’s reflection

For many founders, the hardest realisation comes late in life. After decades of sacrifice and triumph, they discover that peace at home is harder to achieve than success in the marketplace. They have built empires, yet live amid emotional ruins.

But it need not end this way. With empathy, foresight, and governance, founders can turn their children into partners rather than competitors. True legacy is not what one leaves for one’s children, but what one leaves within them.

As one wise entrepreneur once said, ‘If I can teach my children to work together, I have succeeded – not only as a businessman, but as a father.’

That sentiment captures the essence of family business continuity. It is not about control; it is about connection. It is not about wealth; it is about wisdom.

From conflict to continuity

Founder-sibling conflict is not a symptom of failure but of evolution. It marks the moment when a business outgrows one person’s hands. What determines its future is not the conflict itself, but how the family responds to it.

The greatest entrepreneurs are not merely empire builders; they are bridge builders – connecting generations through trust, respect, and vision.

For Sri Lanka, a nation built on entrepreneurial resilience, this understanding is vital. Our progress will not be defined only by those who start businesses, but by those who sustain them across generations – with both head and heart intact.

President Christodoulides at EU Council with Gaza and Cyprus’ Presidency in focus

President of the Republic Nikos Christodoulides participates on Thursday in the European Council’s deliberations, two months before Cyprus assumes the Presidency of the Council of the EU in the first half of 2026.

President Christodoulides will also take part in the European People’s Party (EPP) Summit, which precedes the main European Council meeting and focuses on preparing the discussions among EU leaders.

Subsequently, the President will arrive at the venue of the European Council and join the meeting of like-minded leaders on migration – an informal group of EU member states sharing similar views and approaches to migration and asylum policy – aiming to coordinate positions ahead of the main Council meeting.

The discussions at the European Council will focus on the situation in the Middle East, Ukraine, defence and security, as well as the social dimension of housing.

Regarding the Middle East, President Christodoulides will present to EU leaders the Republic of Cyprus’s comprehensive six-point plan for Gaza, which has already been submitted to the European Commission and EU partners.

The Cypriot Initiative for Gaza

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The six-point plan for Gaza is linked to the implementation of the next phase of the agreement approved at the Sharm El Sheikh Summit and corresponds to specific provisions of the 20-point Peace Plan proposed by US President, Donald Trump. It aims to ensure Cyprus’s operational contribution to the peace process, leveraging its available tools and infrastructure – such as the ‘Amalthea’ maritime humanitarian corridor and the ‘CYCLOPS’ training center.

According to sources, under the proposed framework Cyprus would assume an active role in providing and inspecting humanitarian aid through the Limassol-Ashdod-Gaza corridor, in cooperation with the UN, the United Arab Emirates, and Israel. The plan also foresees the safe and transparent screening of goods, debris and rubble removal, and support for reconstruction efforts, utilizing maritime routes that pass through Cyprus.

At the same time, the initiative includes training programs under CYCLOPS for customs officers, inspectors, and security personnel, as well as strengthening the capacities of the Palestinian Authority.

The plan further envisages Cyprus’s contribution to an International Stabilisation Force, providing personnel and logistical support, while promoting Cyprus’s participation in an economic development plan for Gaza aimed at attracting investment and creating employment opportunities for sustainable and dignified recovery.

The strategic goal of the initiative is to strengthen the European Union’s role from that of a mere donor to an operational actor, with Cyprus serving as a bridge between Europe and the Middle East. The timing, ahead of Cyprus’s assumption of the EU Council Presidency in early 2026, is considered to be pivotal for advancing the next phase of the peace process and activating relevant EU mechanisms.

The next steps include sending a technical assessment mission to Cyprus for the ‘Amalthea’ and ‘CYCLOPS’ projects, as well as coordinating with interested parties and regional actors to fully integrate the plan’s provisions into the EU’s institutional framework and civil protection mechanisms.

Cyprus’s Positions on key issues

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On Ukraine, the Council will reaffirm its commitment to continued economic and military support, with Nicosia fully endorsing Kyiv’s accession path based on EU criteria. President Christodoulides is expected to visit Kyiv in December, ahead of Cyprus’s 2026 EU Presidency.

In the field of defence and security, EU leaders will discuss Europe’s readiness by 2030 and the European Commission’s proposals to strengthen defence capabilities. Among other topics, they will consider implementing the SAFE plan, aimed at bolstering defence preparedness and joint procurement of weapons systems.

Cyprus is expected to stress the importance of protecting all European borders, including those of the southeastern Mediterranean, and the need for a unified security architecture.

Finally, the housing crisis will be discussed as a shared European challenge with social implications. Cyprus supports the creation of a pan-European strategy for affordable housing. In this context, an informal Ministerial Meeting on Housing is scheduled to take place in Cyprus on 11-12 May 2026, during the Cypriot EU Presidency.

AMA University Online Education celebrates 2025 graduates at historic Metropolitan Theater

Manila, Philippines – October 10, 2025. AMA University Online Education (OEd) proudly celebrated its 2025 Commencement Exercises at the Metropolitan Theater, honoring a new generation of ‘Breakthrough Professionals of the New World.’

The ceremony gathered students, faculty, and families in a momentous event that recognized academic excellence and the spirit of innovation that defines OEd graduates.

A Ceremony of Excellence and Inspiration

The program opened with the OEd Team Assembly and registration, followed by an open house for guests and participants. As the procession began, the graduates, officers, and guest speakers filled the grand theater with anticipation. The event’s Master of Ceremonies, Nicole Hyala, an award-winning radio DJ, influencer, and vlogger, set an energetic and uplifting tone for the afternoon.

The formal proceedings began with the Entrance of Colors, Doxology, and the Philippine National Anthem, setting a dignified atmosphere before the singing of the AMA Hymn led by Mr. Nolo Lopez, an award-winning singer, songwriter, actor, and brand endorser.

Messages from OEd Leadership

Christopher P. Satulan, Chief Operating Officer of OEd, delivered the Welcome Remarks, commending the graduates for their perseverance in pursuing their dreams through online education.

He was followed by an inspiring message from Dr. Amable C. Aguiluz IX, Vice Chairman, CEO, and Founder of OEd, who reaffirmed the institution’s mission to make education accessible and adaptive for all. In his message, Dr. Aguiluz underscored how online learning has become a symbol of empowerment-breaking barriers of distance, time, and circumstance. He reminded graduates that the future belongs to those who continue to evolve, saying that success is not defined by where one studies, but by one’s dedication to keep learning and growing. His words reflected OEd’s enduring belief that technology and education together can transform lives and build a nation of innovators.

Dr. Amable R. Aguiluz V, Chairman of the AMA Education System, also extended his message through Oliver T. Vergara, Technical Director, congratulating the graduates for their resilience and encouraging them to embrace continuous learning as they step into a world shaped by digital transformation.

Words of Wisdom and Recognition

The Inspirational Address was delivered by renowned television host and talent manager Mr. Eugenio ‘Boy’ Abunda Jr., whose speech became one of the highlights of the ceremony. Speaking with passion and sincerity, Abunda encouraged the graduates to face life with courage and conviction.He emphasized, ‘Do not be afraid.’

Abunda reminded the graduates that fear is natural but should never hold them back from pursuing their dreams. He shared stories from his own journey-how faith, authenticity, and perseverance allowed him to overcome challenges and reinvent himself throughout his career. His message resonated deeply with the audience, urging them to embrace uncertainty as part of growth and to trust in their ability to make a difference.

Following his heartfelt speech, Mr. Abunda was presented with a Plaque of Appreciation by Christopher P. Satulan, Oliver T. Vergara, and Geraldine V. Barredo for his invaluable words of motivation.

An intermission number by Nolo Lopez and the presentation of the candidates for graduation by Melissa Aiza D. Pacheco, OEd Registrar, marked the transition into the academic portion of the program.

Honoring Academic Achievements

The Conferment of Degrees was led by Dr. Mary A. Soriano, Head of the Academic Department, followed by the Presentation of Academic Honors to top-performing graduates.

Marco Randy M. Pavia, Summa Cum Laude, Bachelor of Science in Psychology, delivered a heartfelt Valedictory Address, sharing the collective journey of resilience and transformation among the graduates.

The moment was followed by a moving Tribute to the Parents Video Presentation and a Pledge of Loyalty led by Jashley C. Alkuino, With Highest Honor, SHS – TVL/ICT.

Induction, Distribution, and Farewell

The ceremony continued with the Induction to the Alumni Association, led by Magna Cum Laude awardees Elianne Syl M. Ambas (BA in Mass Communication), Daryl Mae J. Medil-Braga (BA in English), and Edgar A. Cayanan (BS in Psychology).

Afterwards, the Distribution of Diplomas and the Graduation Rites officially marked the culmination of the academic journey. The event concluded with the Exit of Colors and Recessional, symbolizing both an ending and a new beginning for the graduates.

Gratitude for the caregivers beyond our home-Part III

Continuing from last week, children notice kindness, and they mirror how we value those who serve. My husband is a great example of showing that acts of gratitude, whether big of small, is important. He would gather all of his old running shoes and shirts regularly and share it to either our drivers, guards or even employees in the office. Whenever there is a typhoon is his home province, he would be the first to ask what we things in the house can we send, on top of the monetary support he gives.

I saw that same spirit reflected in our daughter Meagan. In her valedictory address, she offered gratitude not only to her teachers but also to those who made her daily life at school feel like home. Below is an excerpt of her speech:

‘I’d like to start by saying that I did not come out of the womb this way. I was not born an academic weapon. It has been a really difficult road to get to this point. But when my beloved Chi Chi, my auntie, is asked by her friends, ‘Oh, how does Meagan do this?’ she always says that it takes a village-because it truly did take a village.

‘And how lucky I was that my village included Kuya Marlon, welcoming me with a smile and a good morning every day of school since the third grade. Another big part of the village that raised me, apart from the people who welcomed me every day, are the people who raised me in my second home-my teachers.’

Hearing those words as a mother, I couldn’t help but feel a lump in my throat. Gratitude, when taught early, finds its own voice. It reminded me that no achievement stands alone; it is always rooted in a web of kindness, humility and support.

When I see both my children joke around with our drivers or the guards in school, or think about how to help them, I am proud that they know respect and gratitude belong to everyone-especially to those who quietly help us in our everyday lives. It warms my heart that the granddaughter of Marcus’ yaya and our driver’s daughter were both named after Meagan. These small, meaningful connections-acts of naming, of remembering-show that gratitude, when lived, ripples outward.

In today’s fast-paced world, it is easy to think that parenting is a competition-who’s more hands-on, who bakes from scratch, who manages to juggle everything with a smile. But the truth is, parenting has never been a solo act. It has always been communal. From our parents and siblings, to teachers, yayas and even neighbors, every family’s rhythm depends on teamwork. Every act of care, no matter how ordinary, becomes a small miracle that keeps the family whole.

Our helpers often carry the emotional weight of our absence. They are the ones who comfort our children when we are in meetings, who ensure the pets are fed when we are away, who quietly remember which day is P.E. day or who likes extra rice for lunch. I am not always there for all of my son’s games but our driver, whether I am present or not, always finds a corner in the court to cheer him on. Afterward, he would tell me how my son played, what moves he made, and how the game went. Hearing his account, filled with pride and excitement, makes my son feel seen and supported.

Gratitude, I’ve learned, is not a reaction to something extraordinary-it is a rhythm we choose daily. It does not need to wait for big occasions or milestones. It lives in how we call our helpers by name, how we make small talk in between tasks, or how we make sure our staff have their own moments of rest. Even saying, ‘Thank you for waiting’ or ‘Ingat sa pag-uwi’ are quiet affirmations that what they do matters. In many ways, these caregivers are our extensions of safety and love. They are the bridge between the spaces we cannot always fill. They help us nurture our families not because it’s part of their job description, but because they choose to care.

As this Gratitude Series comes to a close, I am reminded once again that parenting is never a solo act. It is a shared mission woven through countless unseen acts of love. The yayas who calm our children, the drivers who bring them home safely, the guards who greet them with a smile-they are all part of the our support system that allows us to focus, to grow, and to be present for what matters most.

So today, I invite you to look around your home and think about your own story. Say ‘thank you’ not just in words but with genuine attention. Listen when they speak. Ask about their families, their dreams. Let your children see you practicing gratitude not as a ritual but as a way of life.

Because one day, when our children become adults, they will carry not only our love but our example. They will remember how their parents valued the people who made life smoother, kinder, and more possible. And when they too lead families or teams of their own, they will pass forward that same humanity.

Parenting with gratitude means recognizing that every helping hand is a blessing-and that sometimes, the quietest hearts make the loudest difference.

Data boom fuels growth but infrastructure gap hurts progress

Nigeria’s data economy has hit an unprecedented milestone, with internet consumption rising to 1.15 million terabytes (TB) in August 2025, according to the latest Nigerian Communications Commission (NCC) report.

The surge underscores how data has become the lifeblood of Nigerian businesses, driving growth across sectors from fintech to e-commerce, but infrastructure challenges threaten to slow the momentum.

Between May and August 2025, total data usage jumped from 1.02 million TB to 1.15 million TB, representing a 13 percent rise in just four months and a 31.1 percent increase since November 2024.

Analysts attribute this sharp growth to a combination of factors: increased smartphone penetration, surging demand for streaming and online commerce, and a rebound in digital services following cost-reflective tariff adjustments in early 2025.

Industry experts say this period marks one of Nigeria’s strongest digital growth phases yet. In May 2025, the country’s data traffic surpassed the one million TB threshold for the first time that year, reflecting a rebound from earlier declines. By July, total consumption had grown by another 8.35 percent month-on-month, reaching 1.13 million TB before peaking in August. According to Gbenga Adebayo, chairman of the Association of Licensed Telecommunications Operators of Nigeria (ALTON), the data surge demonstrates resilience amid economic headwinds.

‘These robust data metrics show that consumer demand remains strong. But we are only halfway to our potential as without deeper investment in fibre and protection against vandalism, this growth will plateau.’

Despite the digital gains, Nigeria’s 4G penetration still hovers around 50.85 percent, leaving large portions of the population underserved. Rural regions continue to lag behind, with many users still dependent on 2G or 3G networks.

A boon for businesses

For Nigerian businesses, the data boom has been transformative. The NCC data reveals that average consumption per subscriber climbed from 7 GB in December 2024 to 8.2 GB in August 2025, driven by increased online transactions, mobile app use, and digital marketing.

E-commerce platforms such as Jumia and Konga reported higher order volumes, while fintech operators expanded their reach as mobile banking and digital payments became more deeply embedded in daily commerce. Startups and SMEs leveraged social media, streaming, and online conferencing tools to reduce costs and widen their customer base, all powered by cheaper and more accessible internet data.

The Internet Exchange Point of Nigeria (IXPN) also played a key role in sustaining this growth. By achieving a 1Tbps throughput milestone in March 2025, the IXPN enabled more local traffic exchange, saving the country about $40 million annually that would have been spent on international bandwidth.

‘Localising internet traffic means faster speed, reduced costs, and more reliable connectivity. It is a critical win for Nigerian enterprises operating in the digital economy,’ said Muhammed Rudman, IXPN chief executive officer. The infrastructure dilemma

Despite the progress, operators continue to face mounting obstacles. The NCC recorded over 35,000 fibre cuts nationwide as of mid-2025, mainly from vandalism, road works, and theft. These disruptions have undermined service reliability and slowed down broadband expansion efforts.

Aminu Maida, NCC’s executive vice chairman, warned during the ATCON CNII Summit in August that poor coordination among state agencies and excessive Right-of-Way (RoW) charges were constraining investments.

‘This trajectory reflects strong demand, but without state collaboration on RoW policies, we risk stalling our digital revolution.’

Telecom operators echo this concern, noting that unpredictable state-level levies have inflated deployment costs and discouraged private investment. In some regions, the cost of fibre deployment remains up to 10 times higher than in peer African markets.

Rudman noted that Nigeria’s dependence on mobile networks for nearly 99 percent of internet access is unsustainable.

‘Some states with millions of residents lack a single network with an autonomous system number. Even institutions with capacity remain unconnected. That is a major limitation for our digital economy,’ Rudman added.

What Nigeria failed to learn from AGOA

With the African Growth and Opportunity Act (AGOA) now expired (on September 30), Sub-Saharan Africa is taking stock of its gains. For Nigeria, however, the picture is sobering: despite being the second-highest earner from the trade pact over its 25-year period, the nation’s export strength remains heavily reliant on its divinely endowed liquid resource.

‘Africa had a lot of gains from AGOA. Some nations utilised it, Nigeria didn’t,’ said Obiora Madu, an export consultant in Nigeria for over 30 years.

When the United States introduced the non-reciprocal trade pact, the idea was to strengthen trade relations with Sub-Saharan Africa by granting duty-free access to some 6,800 products from the region. The opportunity would allow African countries to expand their manufacturing base and diversify exports beyond raw materials. And some countries did.

‘So many African countries were making money from textiles, apparel, arts, crafts, manufacturing,’ Madu said, referencing countries such as South Africa, Kenya, Lesotho, Madagascar, and Mauritius, which developed strong textile and apparel, automotive, and agricultural industries through AGOA, improving their supply chains and international market competitiveness. Though Nigeria qualified for the same incentives, it made limited use of them. Records show the country was the second biggest revenue beneficiary of AGOA. Still, its export profile remained concentrated in crude oil, which already benefitted from low ‘most favoured nation (MFN)’ rates. So, for a quarter of a century, only small volumes of agricultural and semi-processed products such as cocoa, ginger and cashew entered the U.S. market from Nigeria.

‘Look at Nigeria’s figure, 90 percent plus of it is oil. Yes, it could be one of the items in the figures covered under AGOA, but it was not part of the reason AGOA was set up,’ Madu further said.

From 2022 to 2024, Nigeria earned approximately $5.4 billion from exports to the U.S. However, 90 percent of the revenue came from energy-related products, for which only 48 percent entered the U.S. under AGOA, according to official U.S. trade statistics. Ghana fared better.

‘A certain company in Ghana makes only stockings, The firm manufactures the stockings and send them to the U.S.,’ Madu noted.

In Lesotho, where the natural resource is abundant, apparel manufacturers have utilised AGOA to build one of the largest textiles and garment manufacturing industries in sub-Saharan Africa. The industry contributes approximately one-thirds of the country’s GDP and employs about 40,000 workers. Madagascar’s textile and apparel industry provides employment for nearly 60,000 people.

‘Nigeria has Aso Oke (a hand-woven ceremonial cloth of the Yorubas). Imagine if we exported that.’ Madu added.

A part of Nigeria’s underutilisation problem, manufacturers say, is a general lack of knowledge on the proper utilisation of AGOA for non-oil exports, coupled with tedious procedures.

‘Getting the documentation correct was a great upheaval on its own,’ said Benedict Obhiosa, executive secretary of the Manufacturers Association of Nigeria Export Group (MANEG), who added that the number of trained and certified AGOA experts is not nearly enough.

‘I am an AGOA advisor, but I got trained and certified less than two years before the scheme expired,’ Obhiosa said. He blamed the authorities for ‘hoarding’ the knowledge and skills needed to maximise the scheme.

‘Even during sensitisation, people were not fully taught and materials were not openly shared with participants. As this was the case, most willing manufacturers could not take advantage of the scheme to penetrate the American market,’ Ben said.

But knowledge is only half the equation. Madu said Nigeria does not have a ‘solid export culture’ to meet international standards and get ahead of the competition. ‘You need to bring down the cost of doing business. You need to be competitive in the market. We lack all these,’ he said.

If AGOA is to be revived, he said, sensitising the manufacturers will be the ‘first, second, and third thing’ to do for Nigeria to be able to take advantage of the scheme. Yet, Madu said Nigeria should ‘not yearn for it’ until operational costs drop and the country builds up local production.

‘At a certain point in the season, local prices of some commodities are higher than the international market prices. Is that how we are going to benefit from those international opportunities?’ he asked.

When Jumoke Oduwole, Nigeria’s trade minister, was asked by international media about the prospects of a trade future with the U.S. shortly after it put a 15 percent tariff on the country, she expressed no worry, noting that ‘there are other markets.’

But Nigeria is repeating AGOA’s mistakes elsewhere. In 2023, the United Kingdom launched the Developing Countries Trading Scheme (DCTS), erasing duties on over 3,000 primary and semi-processed products from Nigeria and 36 other countries.

The Nigeria-British Chamber of Commerce (NBCC) said that 99 percent of Nigeria’s non-oil export products qualify for this free-tariff status. However, the results have been largely underwhelming, with crude oil still bringing in the bulk of Nigeria’s FX revenue from the UK, amid declining exports.

While existing data conflict, both official sources seen by BusinessDay acknowledged a decrease in Nigeria’s exports to the UK since 2023.

‘For me, it is a function of multiple factors. There are other trading partners in the game like India. which have equally signed preferential trading agreements with Britain. So there is a lot more competition in the market today,’ said Ray Atelly, who was the president of the NBCC when the scheme took off.

‘This means that with or without DCTS, our non-oil export volumes would drop if we do not take counter measures in a rapidly evolving global market.’

Atelly said that ‘until local production increases significantly, it may be difficult for farmers to be convinced to go through the rigours of exporting to the United Kingdom, when they easily sell in the local markets and regularly bank impressive proceeds,’ Atelly told BusinessDay.

He noted that Nigeria must meet local demand for listed items such as cashew nuts, yam, palm oil, plantain, cotton, tomatoes, and seafoods before thinking of exporting.

The farmer must also feel safe, as fleeing farmers means fleeing profits, which worsens food inflation and raises local prices. ‘This whittles down the incentive that export offers farmers,’ he said

Nigeria, according to Oduwole, is pursuing its ‘integration strategy across Africa with the African Continental Free Trade Agreement (AfCFTA).’

Exports to Africa rebounded in the second quarter (Q2) of 2025, after a decline in the first quarter (Q1) when Nigeria’s exports to African dropped by N2 billion from the fourth quarter (Q4) of 2024.