Connect with us

Business

How Should Sri Lanka Finance the COVID-19 Vaccination Rollout?

Published

on

Notably, the government did not budget for a vaccination strategy in its National Budget for 2021. As such, any spending would have to be allocated through an emergency budgetary allocation. The government could potentially reallocate funding from other sectors or even reallocate from within the health sector. These reallocations, for example, could occur through built-in fiscal space for public investments in the budget, postponements or revisions to non-essential government spending initiatives such as non-essential small-scale infrastructure projects

 

By Harini Weerasekera and Kithmina Hewage

 

 An effective vaccination strategy is a necessity for countries to move beyond COVID-19. However, it also requires careful policymaking to balance the financial cost of purchasing and delivering vaccines while stimulating economic growth. This article, based on a recent IPS analysis, provides an overview of the approximate costs associated with the COVID-19 vaccination rollout in Sri Lanka and evaluates policy options to finance the initiative.

 

Assessing Costs

 

While there is no universally agreed level, considering the emergence of new variants, many experts agree that a country should vaccinate around 80% of its population to achieve herd immunity against COVID-19. This translates to 17.5 million Sri Lankans. Thus far, Sri Lanka has received or is expected to receive vaccine donations and other financial assistance from the likes of the World Health Organization’s COVAX Facility to cover approximately 20% of the population.

 Based on publicly available proxy data, as detailed in Table 1 below, assuming that 20% of the population will be financed through the WHO COVAX scheme, the total cost of self-financing   another 60% of the population is USD 139.1 million. These costs include both the cost of purchasing the cheapest vaccine (AstraZeneca-Oxford) and the immunisation delivery costs.

 In a recent study, the World Bank estimates that for the South Asian region, the average per person vaccination cost amounts to USD 12 to receive one dose of the COVID-19 vaccine, under certain assumptions. This costing consists of the full vaccine deployment cost per person, which includes the vaccine dosage cost along with the international airfare and other delivery costs.

 Using this basis of costing, financing two doses of the vaccine for 60% of Sri Lanka’s population would amount to USD 336 million. This is over double the minimum estimate made earlier using local proxy data. As such, a range of USD 140-336 million (LKR 27-66 billion) can be treated as a minimum and maximum estimate range for financing the long-term vaccination strategy in Sri Lanka. This amounts to 0.6-1.4% of total government expenditure for 2020, which is a relatively small proportion of the country’s total government expenditure. For context, the health sector was allocated 4.8% of total government expenditure in 2020. That said, the estimated costs range between 12 and 29.5% of the Ministry of Health’s total expenditure for 2021.

 Furthermore, given difficulties in securing all necessary vaccines from a single producer (e.g. AstraZeneca) due to supply shortages, Sri Lanka has already moved towards purchasing Sputnik V and Pfizer vaccines, which are more expensive than AstraZeneca, and therefore will increase costs. The cost increase will be significant given that other vaccines are two to six times more expensive than a dose of Astra-Zeneca (Table 2).

 Given these realities, Sri Lanka will need to cover these costs through one or a combination of: (a) reallocating existing budgetary commitments; (b) receiving more bilateral and multilateral vaccine donations or financial assistance; or (c) self-financing through targetted tax policies and future borrowings.

 

Reallocating Budgetary Commitments

 

Notably, the government did not budget for a vaccination strategy in its National Budget for 2021. As such, any spending would have to be allocated through an emergency budgetary allocation. The government could potentially reallocate funding from other sectors or even reallocate from within the health sector. These reallocations, for example, could occur through built-in fiscal space for public investments in the budget, postponements or revisions to non-essential government spending initiatives such as non-essential small-scale infrastructure projects.

 However, the extent to which such revisions can be incorporated is greatly limited by the economic conditions under which this vaccination initiative is taking place. Some of these small-scale infrastructure projects, for instance, are geared towards stimulating the economy.

 Sri Lanka’s post-COVID-19 economic recovery is dependent on adequate government spending to stimulate growth, and there has already been a significant amount of spending rationalisation that has taken place. Furthermore, the government will be required to ensure that the broader public health sector is not compromised in any form simply to fund the COVID-19 vaccination initiative as that may have further severe long-term repercussions.

 

Self-Financing

 Given the current economic climate, the government is unlikely to increase direct taxes in the immediate future. Increasing indirect taxes such as import tariffs are also likely to be counter-productive since imports are restricted.  Rather, a tax rationalisation on luxury goods and a sin-tax rationalisation on alcohol and cigarettes could generate a significant amount of revenue that can be directed towards the vaccination drive.

 For instance, a recent study by IPS estimated that government revenue could be increased by LKR 17 billion by 2021, and LKR 37 billion by 2023, if taxes on cigarettes are streamlined and raised in line with inflation. This additional revenue can finance the vaccination strategy such that it reaches the midpoint of the study’s cost estimation range of LKR 20-67 billion.

 A targetted tax intervention achieves the dual aim of raising the required funds to vaccinate the public while simultaneously ensuring that the government’s broader macroeconomic stimulus initiatives can continue unimpeded. If the government is unwilling to finance the entire cost through a targetted tax intervention, even a partial self-financing measure would reduce the necessity for the government to depend on further loans to cover the cost.

 

Best Option

 A basic economic impact analysis by IPS found that the vaccination rollout would generate an additional 30.6 billion in national output, and an extra value addition of LKR 26 billion. Besides, the country’s economy will benefit additionally due to the indirect impacts associated with the public health benefits of a vaccinated populace.

 Considering these factors, the government is best off pursuing a medium-term self-financing option through targetted tax interventions and if required, through external financing. The challenge for Sri Lanka is to secure adequate funding without compromising on its investments in broader public health and social welfare initiatives as weaknesses on those fronts can undermine the success of vaccinating the public from COVID-19.

 From a budgetary perspective, the cost of vaccinating the public fast will also be cheaper than the cost of continuous PCR testing, managing quarantine centres and cluster associated lockdowns over a prolonged period. In addition to securing funding, receiving an adequate supply of vaccine doses for the country to reach its vaccination coverage targets remains uncertain as we progress further into 2021.

 

To learn more, read IPS’ Policy Discussion Brief (PDB) ‘Fiscal Implications of Vaccinating Sri Lanka Against COVID-19’.



Business

“RDB Drives Unprecedented Growth with Record Profits Fueling Expansion and Development Impact” 

Published

on

The Regional Development Bank (RDB) delivered an exceptional financial performance for the year ended 31 December 2025, recording an 86% year-on-year increase in Profit After Tax to LKR 2.37 billion. The Bank’s total income reached LKR 42.81 billion, driven by a 23.89% growth in Net Interest Income to LKR 24.23 billion, complemented by steady contributions from both interest and fee-based income streams. This performance highlights the Bank’s ability to optimise its asset base while sustaining a well-diversified and resilient revenue profile.

Marking its 40th anniversary in 2025, the Bank’s exemplary performance underscores the strength of its resilient operating model, disciplined execution, and its growing role as a catalyst for inclusive economic progress in Sri Lanka. Profitability metrics strengthened notably, with Return on Assets (ROA) improving to 1.70% and Return on Equity (ROE) increasing to 11.77%, demonstrating enhanced efficiency in capital deployment and earnings generation.

Commenting on the Bank’s performance, Chairman Lasantha Fernando stated,

“Our performance in 2025 reflects the strength of a purpose-driven banking model that successfully balances financial sustainability with national development priorities. As Sri Lanka progresses on its path to recovery, our commitment to enabling inclusive growth remains unwavering.”

The Bank continued to expand its development-focused lending portfolio, with loans and receivables growing by 23.59% to LKR 302.54 billion. This growth supported priority sectors including agriculture, SMEs, manufacturing, housing, and rural enterprises representing segments critical to national economic revitalisation. Importantly, this expansion was achieved alongside improved asset quality, with the Stage 3 impaired loans ratio declining to 4.06% from 6.25%, demonstrating robust credit risk management and effective recovery strategies.

Customer confidence remained strong, with deposits increasing by 11.85% to LKR 283.72 billion, driven by growth in both savings and fixed deposits. The Bank also maintained liquidity ratios well above regulatory thresholds, reinforcing its financial stability and resilience

Asanga Tennakoon General Manager/Chief Executive Officer, highlighted” last year’s results underscore the impact of disciplined execution, prudent risk management, and a strong customer-centric approach. Looking ahead, we will continue to expand our reach, strengthen digital capabilities, and deepen financial inclusion to create sustainable value for all stakeholders.”

Continue Reading

Business

SLIC Life and SLIC General Create New Employment Opportunities

Published

on

New Trainee Insurance Assistants receiving their appointment letters from (L-R) Nalin Subasinghe (CEO of SLICLL), Nusith Kumaratunga (Chairman of SLIC) and Dr. Sameera Dharmasena (CEO of SLICGL

Sri Lanka Insurance Life Ltd (SLICLL) and Sri Lanka Insurance General Ltd (SLICGL) together appointed 112 Trainee Insurance Assistants, marking one of the largest recruitments across both companies in recent years.

Of the total intake, 87 candidates joined SLICGL while 25 candidates were appointed to SLICLL. This recruitment reflects the continued efforts of both companies to strengthen their workforce while contributing to employment opportunities.

The recruitment process was conducted through a structured and independent evaluation framework to ensure transparency and merit-based selection. Applications were invited from eligible candidates island-wide, followed by a written examination. Candidates who met the required benchmarks were shortlisted for interviews conducted by an independent panel, reinforcing fairness and credibility throughout the process.

The newly appointed Trainee Insurance Assistants represent a diverse and capable talent pool. Approximately 30% of the recruits are graduates, while all candidates possess the required academic qualifications, including G.C.E. Ordinary Level and Advanced Level certifications, or equivalent diplomas and higher qualifications.

This intake is aligned with the long-term focus of SLICLL and SLICGL on developing human capital and nurturing future-ready professionals within the insurance industry. The new recruits will have access to structured career growth opportunities, enabling them to build sustainable careers within the organisations. Efforts have also been made to assign employees to locations closest to their places of residence, subject to operational requirements, ensuring both efficiency and employee convenience.

Commenting on the appointments, Nusith Kumaratunga, Chairman of Sri Lanka Insurance stated, “The onboarding of this new group of Trainee Insurance Assistants reflected our continued focus on building strong and capable teams across both SLICLL and SLICGL. By maintaining a transparent and merit-based selection process, we remained committed to creating opportunities for talented individuals while strengthening the foundations for long-term organisational growth. This initiative also aligned with our broader role in supporting employment generation and contributing to the country’s economic progress.”

The official appointment ceremony was held on 7th April 2026 at the SLIC Head Office, in the presence of the Chairman and the Corporate Management of SLICLL and SLICGL, marking an important milestone in the organisations’ ongoing people development journey.

Continue Reading

Business

99x Wins Five Awards at Best Management Practices Awards ‘26, Showcasing AI-led Transformation

Published

on

Team 99x winning the Overall Gold Award at the CPM Best Management Practices Awards 2026

99x, a leading global product engineering company, has secured five major accolades at the CPM Best Management Practices Awards 2026, including an Overall Gold Award, positioning the company among Sri Lanka’s top-performing organisations in management excellence. The company was also recognised as the Sector Winner for IT, Software & BPO Services, named among the Forty Outstanding Companies, and received the Best Management Practices Excellence Award. In addition, Hasith Yaggahavita, CEO of 99x, was honoured with the Leadership Excellence Award, acknowledging his role in driving the organisation’s AI-led transformation.

The recognition was awarded for 99x’s submission titled ‘Embracing AI: Rethinking Talent, Products & Services,’ which addressed one of the most pressing shifts facing the global technology services industry today. As AI continues to redefine how software is built and delivered, traditional outsourcing models are being challenged from reduced reliance on large engineering teams to a growing shift toward outcome-based delivery and faster go-to-market expectations.

Chatura De Silva, Chief AI Officer at 99x, stated, “Winning five awards at one stage is a proud moment for us as a team. While AI is driving change across the industry, what made this possible is how we chose to adapt to it. We recognised that AI is not just a layer on top of what we do, but that it changes the foundation of how value is created. This transformation was about connecting both our talent and delivery, while embedding AI across everything we do”.

Selected from over 150 award submissions, 99x was also among the top 10 organisations invited to present its journey at the CPM Management Insights Summit 2026, placing its transformation on a national stage among the country’s most forward-thinking enterprises. Chatura De Silva, Kalana Wijesekara, Chief Developer Experience Officer and Chrishan de Mel, Chief Marketing and Corporate Affairs Officer, presented 99x’s story.

Commenting on the significance of this year’s awards, Dilshan Arsakularathna, CEO of The Institute of Chartered Professional Managers of Sri Lanka, stated, “99x securing the Overall Gold Award among organisations across multiple industries reflects the level at which Sri Lanka’s IT sector is progressing today. It demonstrates how companies are building real capability and driving innovation that can confidently stand on a global stage. Notably, 99x has now become the first organisation to secure the Overall Gold Award twice across the five editions of the BMPC Awards. This remarkable achievement reflects their strong commitment to sustaining excellence and continuously embedding best management practices within their operations. What stood out with 99x was how they have adapted to change in a practical and forward-thinking manner, reshaping how they operate and deliver value, while setting a compelling benchmark for modern management practices.”

Continue Reading

Trending