Business
SLT statement on media coverage of Board changes
The Board of Directors (“Board”) of Sri Lanka Telecom PLC (“SLT”) refer to the recent media coverage of Boardroom changes at SLT.
This note is to provide factual information and clarity on the corporate identity of SLT, the role, responsibilities, authority and accountability of management and the Board (including the Chairman of the Board), and in particular the separation of powers between the Board and Management. All of the information in this note is already available in public sources.
SLT was incorporated under the then Companies Act No. 17 of 1982 (now superseded by the Companies Act No.7 of 2007). SLT is listed and quoted on the Colombo Stock Exchange (“CSE”) and is governed via the tenets of SLT’s Articles of Association (“Articles of Association”). The Government of Sri Lanka and Global Telecommunications Holdings (“GTH”) have a 49.5% and 44.98% equity interest in SLT. SLT has about 13700 other shareholders. As disclosed in the Annual Report, GTH is wholly owned by Usaha Tegas Sdn Bhd, which is incorporated in Malaysia. SLT is therefore not a state-owned corporation nor a government organization as opposed to government corporations established under separate enactments.
As a listed company, SLT complies with the CSE Continuing Obligations and the Code of Best Practice on Corporate Governance (“CG Code”). A copy of the Articles of Association is available for review at its registered office and the websites of SLT and CSE.
The Board plays a stewardship role in accordance with the CG Code which provides details on the role, responsibilities and authority of the Board and Management.
The Board, including the Chairman, is non-executive. This means that no director, including the Chairman of the Board, has the authority to make individual decisions or give individual instructions to members of management or staff. Board decisions and instructions are made and conveyed by formal, minutes and collective Board decisions.
The position of the Chairman at SLT is not to be confused with that of Executive Chairman in other public companies or State-Owned Corporations. The Chairman of the SLT Board has the primary role to chair board meetings and facilitate and ensure the workings of the Board. The Chairman is appointed by the Board in accordance with the Articles of Association.
All Directors, including the Chairman are non-Executive and are not employees of SLT. Their role is not full time. They are therefore not entitled to a salary nor benefits that accrue to employees. All Directors in SLT, including the Chairman, do receive fees for the discharge of their fiduciary duties.
SLT is led by a Chief Executive Officer (“CEO”) who is appointed by the Board. It is the CEO and the management team that operate the business and make the executive decisions within the powers provided to them by the Articles of Association. The CEO is an employee and is paid a salary.
The separation of powers, that the Board undertakes the oversight role and the management the executive role, ensures clear delineation of roles, responsibilities, authority and most importantly, accountability.
Compliance with related party transactions and its related disclosures in accordance with Sri Lanka Financial Reporting Standards 24 are monitored by the Related Party Transactions (“RPT”) Committee of the Board. The Board wishes to confirm that the present Chairman has not only disclosed his related party interests but that he has in fact made disclosures over and above regulatory requirements. The Board has robust controls in place to ensure that if a director does not disclose related party interests or interferes in areas where there is conflict, the Board will take the necessary action in accordance with the law and regulations.
The Board does hope that this statement provides clarity for the informed stakeholder. We humbly request that aggrieved and interested parties that have concerns regarding the governance of SLT address the appropriate forum of the regulatory authorities or the courts of law. The Board will not want to enter into the bowels of public debate and correct each and every uninformed, misguided, erroneous or unwarranted statement.
Business
Asia’s richest man Ambani announces what could be India’s biggest share sale
Jio Platforms, the telecom unit of billionaire Mukesh Ambani’s Reliance Industries, has announced what analysts say could be one of India’s biggest share sales.
The company’s board has approved a draft prospectus for the initial public offering (IPO), Ambani said at Reliance’s annual shareholder meeting on Friday.
India’s largest telecom operator, which has more than 500 million subscribers, is expected to raise around $4bn (£3.02bn), according to media reports.
Investors will be watching the listing closely as a test of appetite for new offerings after months of volatility in the country’s stock markets.
“The proposed listing of Jio will demonstrate to the world that India can build technology companies of global scale, global capability, and global value,” Ambani, one of the world’s richest men, said.
Launched in 2016, Jio shook up India’s telecom sector with low-cost mobile data plans, soon racking up millions of users. The company has since expanded into areas including cloud computing, enterprise services and artificial intelligence.
Last year, Jio and rival Bharti Airtel signed separate deals with Elon Musk’s SpaceX to bring the Starlink internet service to India.
The IPO comes after a year-long wait for Jio to go public. Last year, Ambani had said the company would be listed in the first half of 2026.
Unlike the secondary markets, where investors buy and sell existing stocks of companies, IPOs are used by privately held firms to sell their shares to investors for the first time, and debut on the public markets.
The Jio IPO was announced a day after the National Stock Exchange (NSE) filed papers for its long-awaited market debut, adding momentum to India’s capital markets.
While details of the offer price and valuation have not yet been disclosed, media reports have estimated that the NSE IPO could raise around more than $3bn.
Together, the Jio and NSE listings would be among India’s largest IPOs in recent years, rivalling Hyundai Motor India’s $3.3bn blockbuster share sale two years ago.
Jio’s listing is especially a close watch for investors and analysts who say a successful offering could boost sentiments in India’s IPO market after a recent slowdown in new listings.

In recent years, Jio has expanded its ambitions beyond telecommunications into artificial intelligence and digital infrastructure.
Earlier this month, Meta announced it would lease capacity at an AI enabled data center being built by Reliance in the western state of Gujarat. The facility is expected to have a capacity of 168 megawatts.
The agreement builds on a partnership that began in 2020, when Meta invested $5.7bn in Jio.
Since then, the companies have broadened their collaboration, including initiatives aimed at making Meta’s open-source AI models more accessible to Indian businesses and developers.
Investment bank Jefferies estimated in November that Jio was worth around $180bn, potentially making it one of the world’s most valuable telecoms companies.
The listing would also be a landmark moment for the Reliance group, marking the first major public offering by one of its businesses since Reliance Petroleum was listed in 2006.
[BBC]
Business
Shippers step back as Colombo Tea Auction sees sluggish demand
The weekly Colombo Tea Auction concluded with offerings increasing to 6.5 million kilogrammes, a marginal rise from the previous week’s 6.4 million kilogrammes. However, the market witnessed a significant pullback from key international buyers, leading to a subdued trading atmosphere and declining prices across several categories.
Industry sources reported a noticeable lack of interest from shippers to the traditional markets of the United Kingdom and the European continent. While shippers to the Commonwealth of Independent States (CIS) and the Middle East maintained a presence, their participation was described as selective and at lower price levels. Buyers from Japan and China also operated at reduced levels, with South African shippers showing minimal engagement.
This cautious stance from the shipping community cast a shadow over the Ex-Estate sector, which offered 1.0 million kilogrammes. The overall quality of teas in this category was described as relatively uninteresting, leading to a weakening of prices. In the Western High Grown category, prices for the best available BOP/BOPF grades declined by Rs. 20 to 40 per kilogramme, while the plainer varieties saw a drop of about Rs. 20 per kilogramme. A fair quantity of these teas remained unsold due to a lack of suitable bids.
Nuwara Eliya teas attracted little to no interest, with the majority of offerings remaining unsold. Uda Pussellawa BOPs weakened further by up to Rs. 50 per kilogramme, while the corresponding BOPFs struggled to maintain their previous price levels. In the Uva region, BOPs saw prices fall by Rs. 50 per kilogramme, though the BOPF varieties were relatively more stable. The High and Medium Grown CTC teas continued to be a weak feature, with many lots unsold and those that were sold recording a price drop of Rs. 20 to 40 per kilogramme. Off-grades and dust grades also experienced a sluggish market, with fair volumes remaining unsold.
In contrast to the gloom in the High Growns, the Low Grown sector, which totalled approximately 2.7 million kilogrammes, met with more encouraging demand. The Leafy and Semi-Leafy categories saw fair demand, while the Tippy and Premium categories were met with good interest. While some well-made varieties in the Leafy catalogues remained firm, many other grades experienced easier prices. However, the Tippy catalogue saw high-priced FBOPs holding firm and the FF1s generally becoming dearer. The Premium catalogue, featuring tippy teas, also met with good demand and saw prices appreciate overall.
Based on Forbes & Walker Tea Brokers comments
By Sanath Nanayakkare
Business
ADB formalises first-ever partnership with ICRC, signaling shift in development approach
The Asian Development Bank (ADB) has formally entered into its first partnership with the International Committee of the Red Cross (ICRC), marking a significant step towards integrating humanitarian action with long-term development efforts in fragile and conflict-affected regions across Asia and the Pacific.
A Letter of Intent establishing the collaboration was signed on June 10 by ADB Vice-President for Sectors and Themes Fatima Yasmin and ICRC Director-General Pierre Krähenbühl. The agreement provides a framework for coordinating programmes, exchanging knowledge on emerging humanitarian challenges, promoting innovation and sharing best practices through joint events and publications.
The partnership brings together ADB’s development expertise and financing capabilities with the ICRC’s operational experience and access to communities affected by conflict and violence.
Highlighting the significance of the initiative, ADB President Masato Kanda wrote on X on June 17 that the partnership would help strengthen resilience in fragile and conflict-affected areas.
“By bringing together ADB’s longer-term development perspective with ICRC’s humanitarian field presence and operational experience, we can better support people affected by conflict and violence,” Kanda said.
Speaking at the signing ceremony, Yasmin said today’s interconnected challenges require development institutions to move beyond traditional approaches.
“The ICRC brings trusted access to affected communities and credibility in environments that ADB alone cannot easily reach,” she said.
Krähenbühl described the agreement as an important step towards bridging humanitarian assistance and long-term development, adding that it could create opportunities for joint responses in fragile settings across the region.
A Sri Lankan socio-economist told The Island Financial Review that the partnership reflects a growing recognition among development institutions that conflict, fragility and climate-related shocks are becoming major constraints on economic progress.
“Traditionally, development banks focused on long-term infrastructure and economic projects while humanitarian agencies addressed immediate crises. This partnership seeks to connect those two worlds by reducing vulnerability before crises deepen,” he said.
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