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Seasonal swings in Sri Lanka’s mango market: A balancing act with economic insights

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Fluctuation of Karthakolomban mango prices during a peak harvest across the country (Dec. 2023).

Chandula Idirisinghe is a Research Assistant working on Agriculture and Agribusiness Development at the Institute of Policy Studies of Sri Lanka (IPS). He holds a BSc (Hons) in Agricultural Technology and Management, specialising in Applied Economics and Business Management from the Faculty of Agriculture, University of Peradeniya. His research interests include agricultural policies and institutions; agricultural productivity; agribusiness value chains; food security and environmental and natural resource policies.

By Chandula Idirisinghe

Sri Lanka’s mango industry, deeply woven into the cultural fabric and dietary needs of Sri Lanka, is thriving with a 12.2% production boost and a 5% yield improvement over the past two decades.

Yet, the industry is characterised by drastic seasonal price swings. Prices are currently low, and another significant drop is expected between September and January, mirroring last year’s 70% plunge in Karthakolomban mango prices.

Regional production concentration has led to price disparities nationwide, highlighting the need for better demand and supply management.

The blog suggests a dynamic, multi-pronged strategy to tackle seasonality over the price disparity based on an IPS study on developing food loss reduction pathways through smart business practices in mango value chains: promoting value-added products, optimising logistics and storage, forming farmer clusters, and tapping into export markets.

Mango is the most widely cultivated fruit crop after bananas in Sri Lanka. According to the Department of Census and Statistics (2023), the average mango cultivation area over the past five years (2018-2023) has expanded by 6.9%, reaching 28,372 hectares, compared to the 2002-2007 average. Furthermore, national mango fruit production has demonstrated a remarkable rise of 12.2%, with an increase per hectare of mango fruit production by 5%.

Sri Lanka boasts a longstanding tradition of mango cultivation. Mangoes are the third-highest consumed fruit in terms of value, following only bananas and papayas. The traditional cultivars ‘Betti’, ‘Karthacolomban’, ‘Vellaicolomban’, ‘Kohu’, and ‘Villard’, and the modern cultivar ‘TomEJC’ have become dominant players within Sri Lankan wholesale/ retail markets.

Over the past two decades, the geographical distribution of mango cultivation has undergone a notable transformation. Nearly two-thirds (65.36%) of mango cultivation in Sri Lanka is currently concentrated in just nine districts. While Kurunegala historically held the dominant position as the leading producer, recent years have witnessed a significant decline in the mango-cultivated areas. Anuradhapura and Monaragala have experienced significant growth, with Anuradhapura surpassing Kurunegala as the current leader in terms of cultivation area.

Witnessing a noteworthy expansion into international markets, fresh mango fruit exports have exhibited a significant upward trajectory since 2017, reaching 374 metric tons by 2022. Dried mango exports followed similar growth, experiencing a notable rise from 2019 to 2021, resulting in 63 metric tons exported in 2022. Despite the recent progress in Sri Lanka’s mango production, fueled by innovative, high-yielding cultivars tailored to specific regions, a persistent challenge remains: the seasonality of production.

The Seasonality Factor and Its Economic Impact

In Sri Lanka, mango production exhibits two distinct production peaks over the year, which pave the way for drastic seasonal price fluctuations. Mango trees in the wet and intermediate zones typically bloom from January to March, with peak harvests from April to July (Yala Season). Conversely, in the dry zone, blooming occurs from July to September, with peak harvests from October to January (Maha season). These regional variations in blooming and harvesting periods are influenced by Sri Lanka’s diverse climatic conditions, primarily by its varying rainfall patterns.

This seasonality creates classic supply and demand imbalances, marked by distinct dual peaks and troughs in prices each year, with the highest fluctuations observed over the past two years. For instance, price data from 2023 shows that even popular cultivars like Karthakolomban can experience significant price drops. During the off-season in September, prices peaked at 252.1 Rs/kg when mangoes were less available. However, by the next peak harvesting time in December, prices had dropped by as much as 70%, reaching 71.2 Rs/kg as the market became saturated with mangoes.

Moreover, Sri Lanka’s mango market shows notable nationwide price disparities – for the same cultivar – alongside seasonal price fluctuations. The mango harvest from wet and intermediate zones saturates their regional markets from April to July, while markets in dry zones are saturated from October to January.

Despite investing in high-yielding cultivars, growers face unpredictable income due to fluctuating market prices, creating financial strain for them. Conversely, on the consumer side, price volatility disrupts purchasing behaviour. During off-seasons, limited availability and high prices can restrict their access to mangoes, particularly for low-income households. This not only impacts dietary choices but also undermines the mango fruit’s role as an affordable source of essential vitamins and minerals.

Way Forward: A Multi-Pronged Approach

A strategic and coordinated approach involving all value chain actors—from growers to consumers—can effectively stabilise price levels, mitigate growers’ financial hardships, and ensure affordable fruit availability year-round.

Rerouting Demand to Value-Added Products: Promoting value-added products such as pulp, jams, dried slices, and chutneys, produced utilising surplus mango fruit from peak seasons, assists in meeting year-round demand while mitigating heightened demand for fresh mangoes during off-seasons.

Logistics and Distribution Network Optimisation: A strengthened distribution network with improved cold chain facilities can mitigate price disparities and ensure nationwide availability of mangoes at fair prices. This involves identifying key production districts, improving infrastructure, streamlining transportation routes, establishing efficient market linkages, and enhancing access to market information. Further, buffer stocking curbs the excessive volatility of prices of fresh mangoes by regulating the gradual movement of fresh mangoes into and out of the markets.

Establishment of Farmer Clusters: Building on a strong foundation, Sri Lanka has already established successful farmer clusters for commercial mango production, such as those under the ‘Nucleus Estates’ initiative by the Agriculture Sector Modernization Project (ASMP) and Lanka Fruit and Vegetable Producers, Processors and Exporters Association (LFVPPEA). Farmer clusters foster sharing knowledge and supply opportunities, and pooling of resources, thereby leveraging growers with economies of scale, amplifying their collective voice, and ensuring a consistent supply.

Untapping Export Potential: Several global markets, like the EU, USA, Middle East, and Australia, hold significant export potential for Sri Lankan mangoes. Meeting their stringent quality standards requires a multi-faceted approach: improving orchard management with Good Agricultural Practices (GAP), Integrated Pest Management (IPM) and training on post-harvest handling and quality control compliance with international regulations. IPS, in collaboration with LFVPPEA, has already supported commercial mango growers in harnessing export potential through training and capacity building under an Australian Centre for International Agricultural Research (ACIAR) project (CS/2020/193).

This blog is based on an ongoing IPS study conducted under the ACIAR-funded project ‘Developing food loss reduction pathways through smart business practices in mango and tomato value chains in Pakistan and Sri Lanka’.

Link to original blog: https://www.ips.lk/talkingeconomics/2024/07/09/seasonal-swings-in-sri-lankas-mango-market-a-balancing-act-with-economic-insights/



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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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