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Plastic Pandemic: The ecological fallout of COVID-19 and policy options for Sri Lanka

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by Ruwan Samaraweera

The lockdowns introduced in 2020 to curb the spread of COVID-19 saw the narrative “nature is healing” gain prominence. However, the notion that nature, in the absence of people, was healing fizzled out fairly quickly with the emergence of fresh environmental challenges, most notably, the resurgence of single-use plastics. In fact, in the months following the lockdowns, reliance on plastics grew exponentially, with the scale of the negative environmental impacts far outweighing initial gains such as reduced air and noise pollution. This blog examines the ecological fallout of the pandemic and suggests policy options for Sri Lanka to avert the looming environmental disaster.

The Plastic Pandemic

Plastics have several applications and offer undeniable benefits to consumers and producers due to specific, inherent properties. They are hygienic, lightweight, flexible and anti-corrosive. As such, plastics are among the most extensively-produced material globally with 359 million tonnes of plastics produced in 2018 alone. However, plastics have become a severe environmental concern due to haphazard disposal. Plastics include consumables like plastic bags, straws, cups, bottles etc., which are thrown away after being used just once, referred to as single-use plastics. Worldwide consumption of plastic bags ranges from 1 to 5 trillion annually, and almost 160,000 plastic bags are consumed per second globally.

Without even being a large consumer of plastics globally, Sri Lanka generates more than 5 million kilograms of plastic waste per day, where the per capita daily contribution is nearly 0.5 kg. Sri Lanka is already struggling to cope with the amount of plastic waste generated each year. Unless concrete measures are taken to alter the current manufacturing methods and consumption patterns of plastics, the situation could result in irreversible damage to the environment. The global threat of the COVID-19 pandemic makes the problem (ex: Styrofoam, aluminium cans, polystyrene etc.) even more challenging.

An Ugly Resurgence

The demand for plastic by medical and packaging sectors is increasing sharply compared to pre-pandemic conditions (Figure 1). For instance, an estimated 89 million medical masks, 76 million gloves and 1.6 million goggles are required monthly in the battle against the pandemic, according to the World Health Organization (WHO). As a result, researchers expect a 53.4% market growth for disposable facemasks over 2020-2027. The disposable facemasks are produced using polymers such as polypropylene (PP), polyurethane, polyacrylonitrile, polystyrene, polycarbonate, polyethylene (LDPE), or polyester, which are potential sources of microplastics.

Estimates illustrate that the demand for disposable syringes and plastic containers that store vaccines will be increased with nationwide vaccination efforts against COVID-19. As a result, the global market will experience a 7% compound annual growth rate and reach a value of USD 14.4 billion by 2030. Moreover, the demand for other personal protective equipment like face shields made from PP, LDPE gowns, vinyl gloves made from polyvinyl chloride (PVC) will increase sharply along with the plastic packaging material. Thus, the production and consumption of PP, LDPE and PVC material will exhibit an increasing trend.

Lockdowns and resulting online shopping and home delivery can escalate the demand for plastic, which is reflected by the accumulation of plastic wastes, especially from food packaging. In Thailand, plastic waste rose by 15% during the pandemic, primarily due to food packaging waste, resulting from tripled food delivery demand. During the pandemic, many governments worldwide banned the use of reusable cups and food utensils due to safety reasons since reusable commodities could be contagious. Scholars also predict a drastic increase in medical waste that includes single-use plastic and other environmentally problematic material.

For instance, in Hubei province, China, medical waste generation increased sharply, and by 9 March 2020, the country collected 468.9 tonnes of medical waste related to the pandemic. A more significant proportion of that waste is comprised of single-use plastics. Wuhan’s medical waste exceeded the maximum incineration capacity of 46 tonnes/day due to a dramatic rise in waste accumulation up to 240 tonnes/day. Hence, despite their detrimental impacts, managing the pandemic is linked with single-use plastics and other environmentally-harmful material.

 

Addressing environmental, economic, health, and socio-cultural issues related to single-use plastics and other damaging material requires identifying the most problematic single-use plastic and other material, evaluating the scale of the problem, identifying significant sources of pollution and potential impacts of mismanagement on the environment, human and animal health, and the economy. Various methods can reduce the harmful effects of single-use plastics and other environmentally problematic materials. However, the availability of alternatives is crucial to cut down the use effectively.

Voluntary reduction strategies

One of the key instruments for single-use plastic is voluntary reduction strategies. Those are based on consumption patterns, consumer and producer choices upon an increased understanding.

Awareness creation

Voluntary adjustments are facilitated by awareness creation among stakeholder groups which are a gradual and transformational process that changes consumer and producer behaviour.

Policy instruments

Policy instruments can be classified as regulatory and economic (market-based and a combination of regulatory and financial) instruments.

The principal legislation governing plastic pollution in Sri Lanka is the National Environmental Act No 47 of 1980, where Section 32 comprises the manufacture, sale and use of plastic and polythene. As previously mentioned, several amendments were made to the act to address the challenges in managing plastic waste. Lobbying from local industry and pressures from major exporting countries, and availability of alternatives remain significant challenges in implementing bans. However, as discussed earlier, single-use plastics have the lowest recyclability and highest disposable rates. Therefore, implementing a combined approach of levies, bans, and extended producer responsibility (EPR) wherever necessary would enhance the positive impacts.

Link to blog: https://www.ips.lk/talkingeconomics/2021/12/07/plastic-pandemic-the-ecological-fallout-of-covid-19-and-policy-options-for-sri-lanka/

Ruwan Samaraweera is a Research Officer at IPS, with a background in entrepreneurial agriculture. He holds a Bachelor’s in Export Agriculture from Uva Wellassa University of Sri Lanka. His research interests are in environmental economics, agricultural economics, macro-economic policy and planning, labour and migration, and poverty and development policy. (Talk to Ruwan – ruwan@ips.lk)



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Bathiya & Santhush make a strategic bet on Colombo

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Bathiya and Santhush

Construction giant Sanken Lanka behind the move

When Bathiya & Santhush took their seats alongside Rohit Sachdev, CEO and Founder of Soho Hospitality, at a recent press briefing in Colombo, it seemed at first like a courtesy appearance. Moments later, it became the headline: the duo were introduced as co-investors in Charcoal Tandoor Fire Grill’s Colombo debut.

That revelation that Bathiya and Santhush are not merely endorsing but co-owning the restaurant venture alongside Sanken Lanka, the company behind the Capitol TwinPeaks skyscraper is likely to resonate strongly with Sri Lankan audiences.

Charcoal Tandoor Fire Grill will open on the 50th floor of Capitol TwinPeaks at Union Place – home to Colombo’s tallest sky bridge, rising nearly 600 feet above the city. The Bangkok-born brand marks the first South Asian expansion of Soho Hospitality’s flagship Indian dining concept.

Founded in 2014 in Bangkok, Charcoal built its reputation by reinterpreting North Indian tandoor traditions and Mughlai richness through a contemporary, design-led lens. Live fire cooking, layered spice profiles and slow techniques define its culinary identity – dramatic yet calibrated.

For Bathiya, the investment is rooted in artistic kinship.

“Rohit is passionate about what he is doing,” he said. “His culinary art goes parallel to our showbiz in its finer details. We wanted Sri Lankans to devour that delicacy. We wanted to bring that brand excellence to our shores.”

Santhush drew an even broader connection between gastronomy and performance.

“For three decades we’ve worked to make Sri Lankan music a global product – to create that Sri Lankan musical vibe felt across the world,” he said. “Hospitality is part of the entertainment landscape. We take music and events to the outside world. Now we wanted to bring a global product and experience home.”

He likened Sachdev’s precision in the kitchen to orchestral mastery. “He works like a master of an orchestra – going into intricate details in his culinary art as we sift through every frequency of sound.”

Sachdev described Sri Lanka as a deliberate, data-driven choice for Charcoal’s first step beyond Thailand.

“Charcoal has always been built on heritage, movement and exchange – of flavours, ideas and experiences,” he said. “Sri Lanka felt like a natural step beyond Thailand. We see strong long-term fundamentals in Colombo, from tourism growth to an increasingly discerning dining audience.”

Colombo’s positioning at the crossroads of South Asia, the Middle East and Southeast Asia aligns neatly with Charcoal’s “Spice Route” narrative — a concept inspired by historic trade routes that blended flavours and commerce across regions.

Bathiya and Santhush built their careers by exporting Sri Lankan creativity to the world stage. Now, in a reversal of that flow, they are importing a globally recognised hospitality brand — embedding it within Colombo’s evolving skyline, backed by Sanken Lanka.

By Sanath Nanayakkare

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Sampath Group posts record Rs 53 billion profit; assets surpass Rs 2 trillion in 2025

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The strongest financial performance in its history

Sampath Group has delivered the strongest financial performance in its history for the year ended December 31, 2025, recording a Profit Before Tax (PBT) of Rs 53.0 billion and a Profit After Tax (PAT) of Rs 32.6 billion. This marks year-on-year growth of 8% and 13% respectively, solidifying the Group’s position as one of Sri Lanka’s most resilient and forward-thinking financial institutions.

The Group also surpassed a significant milestone with its total asset base crossing the Rs 2 trillion mark—up 12% from 2024—reflecting strong credit expansion and prudent portfolio management.

The Sampath Bank, the Group’s flagship entity, continued to be the main engine of growth, posting its highest-ever profitability with a PBT of Rs 49.3 billion and PAT of Rs 30.2 billion—up 5% and 11% respectively. Adjusted for the one-off gains from the 2024 restructuring of Sri Lanka’s international sovereign bonds, both PBT and PAT grew an impressive 22%.

Driven by strong credit momentum, the Bank’s gross loan book expanded by Rs 259 billion (27%), reaching Rs 1.2 trillion by end-2025. Deposits rose 12% to Rs 1.65 trillion, underscoring the Bank’s trusted franchise and continued market confidence.

Shareholders benefited from a higher final dividend of Rs 10.30 per share, up Rs 0.95 from last year, with a payout ratio of 39.98%. The Bank’s Return on Equity (ROE) edged up to 17.93% (2024: 17.74%), while Return on Assets (ROA, before tax) stood at 2.60%.

Sampath Bank also reinforced its robust balance sheet, ending the year with Tier 1 and Total Capital Adequacy Ratios of 14.75% and 17.65% respectively—well above regulatory requirements. Liquidity remained strong with a Liquidity Coverage Ratio of 239.79% and Net Stable Funding Ratio of 173%.

Gross income grew 12% to Rs 218.8 billion, supported by the Bank’s diversified earnings base. Interest income dipped marginally by 1% to Rs 181.1 billion, reflecting lower market rates, but was offset by significant growth in non-fund-based income streams.

Net fee and commission income rose 21% to Rs 21.2 billion, buoyed by increased economic activity, higher card usage, and process efficiencies. Notably, the Bank recorded a Rs 6.5 billion trading gain, reversing a Rs 2.8 billion loss in 2024—largely due to exchange gains following a Rs 16.63 depreciation of the rupee against the dollar.

In a major turnaround, Sampath reported an impairment reversal of Rs 0.6 billion, supported by recovery efforts, lower Stage 2 and Stage 3 loan exposure, and improved customer repayment capacity. Stage 3 loans dropped to 9.6% from 13.7% in 2024, while Stage 2 fell to 7.6% from 15.7%.

Operating expenses increased 19% as the Bank accelerated investments in technology, staff expansion, and strategic initiatives aimed at long-term growth. Consequently, the cost-to-income ratio rose slightly to 42.7%.

Sampath Bank remained one of the largest contributors to government revenue, paying over Rs 39 billion in total taxes during 2025, compared with Rs 33.8 billion the previous year. Its effective tax rate was 52.3%.

The Sampath Group continues to broaden its financial presence, operating four subsidiaries—Siyapatha Finance PLC, Sampath Securities (Pvt) Ltd, Sampath Information Technology Solutions Ltd, and Sampath Centre Ltd. In January 2026, it established a new wealth management arm to meet emerging customer needs, pending regulatory approval.

Reaffirming its leadership in sustainability, Sampath Bank expanded its ESG-driven initiatives under its “Wewata Jeewayak” program, restoring its 28th village tank to support rural agriculture. The Bank also continued its coral and mangrove restoration, forest replantation, and turtle conservation projects.

In a pioneering move, the Bank implemented Sri Lanka’s SLFRS S1 and S2 standards under its Climate First Action Plan and introduced a Green Fixed Deposit framework with independent assurance for credibility and transparency.

Responding to the devastation of Cyclone Ditwah, Sampath Bank donated Rs 100 million to the “Rebuilding Sri Lanka” fund, alongside humanitarian aid to the Sri Lanka Red Cross and Air Force.

“Our record-breaking performance in 2025 reflects not just financial resilience, but a steadfast commitment to national progress and sustainable growth,” said Sanjaya Gunawardana, Managing Director and CEO of Sampath Bank PLC.

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NSB honoured for governance and transparency

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The Gold Award, bagged by NSB, highlights the Bank’s continued dedication to maintaining high standards of disclosure and stakeholder engagement.

National Savings Bank (NSB) has been awarded the Gold Award in the State Bank Category at the TAGS Awards 2025, organized by the Institute of Chartered Accountants of Sri Lanka (CA Sri Lanka). Celebrated under the theme “Diamond Chapter – The Grand Honour of Excellence,” the awards recognize organizations that demonstrate exceptional commitment to transparency and governance through their annual reports.

The Gold Award, bagged by NSB, highlights the Bank’s continued dedication to maintaining high standards of disclosure and stakeholder engagement while strengthening governance and accountability across all operations. The rigorous evaluation process assesses not just financial performance, but also how effectively organizations communicate strategy, sustainability initiatives, and long-term value creation.

Chairman Dr. Harsha Cabral PC, accepting the award alongside the NSB team, stated that the recognition is a testament to the collective efforts of the Board, Management, and staff in upholding the highest standards of corporate governance and responsible banking. He noted that maintaining transparency remains fundamental to sustaining public trust, particularly as NSB advances its digital transformation journey while supporting national economic development.

The achievement reflects the Bank’s disciplined financial stewardship and its commitment to presenting a forward-looking account of its performance.

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