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We can learn from each other in providing best urban services: Smart Cities Mission India

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Vikash Chandra, Team Leader, Smart Cities Mission, India

Public-private partnership has been the focus of Indian smart city projects

By Sanath Nanayakkare

Without any doubt, we all can learn from each other in providing efficient urban services in our cities in order to make them more liveable and truly sustainable, Vikash Chandra, Team Leader, Smart Cities Mission, Ministry of Housing and Urban Affairs, Govt. of India told The Island in New Delhi recently.

Responding to a question on what are the lessons the City of Colombo can learn from Smart Cities Mission in India, Vikash said, “Colombo City has a population of less than 1 million, and thus I feel that best practices of Indian Smart Cities Mission in the use of technology in providing urban services can surely enhance in the quality of life in Colombo. Every city needs to use technology for its preparedness for the challenges of tomorrow. However, every solution or idea needs to be customized as per the needs of that city. This is what we have learnt in Indian Smart cities,”

Elaborating on Smart Cities Mission (SCM) in India he said,” The Government of India has selected 100 cities under this mission. It has been a path-breaking intervention in the urban sector because, among other reasons, it introduced the concept of competitive selection of cities for the first time. A two-stage national challenge was organized to get selected for development as smart cities in the country. The first round at State/UT level, thereafter through 4 rounds of National competition from January 2016 to June 2018, the 100 cities were selected in Smart Cities Mission. Citizen engagement, processes followed for arriving at project prioritization, implementation frameworks including feasibility, results orientation formed a substantial component of the evaluation criteria delineated for selection of smart cities. The intent of these criteria was clearly to keep citizens and stakeholders at the core of the planning process which was to be focused on meeting needs and aspirations espoused by them.”

“As on 31 March 2023, work orders have been issued in 7,853 projects worth around ₹1,81,500 crore, of which 5,536 projects worth ₹ 1,03,772 crore have been completed. As per SCM guidelines, Government of India (GoI) is providing financial support to the extent of ₹ 48,000 crore to these 100 cities i.e., on an average ₹ 500 crore per city. An equal amount on a matching basis is being contributed by the State Government/ Urban Local Body (ULB), apart from North-eastern and Hilly States where the sharing ratio has been revised to 90:10. Apart from these grants, comprising around 47% of funding, close to 21% funding has been proposed through convergence with other Missions/ programs, 21% from Public-Private Partnerships (PPPs), around 5% from loans, and remaining from other sources. The GoI share to each city will be a maximum of ₹ 500 crore. This entire mission is being developed by funds from Government of India alone.”

“The cities were given 5 years to complete their entire projects under the mission, till June 2023. As on 31 March 2023, out of the total 7,853 projects, 75% of the total projects i.e., 5,536 projects have been completed. Due to COVID pandemic and the situations therein, some cities might require some additional months to complete their remaining projects.”

“Urban infrastructure development has an intense process of negotiation between diverse stakeholders at the city level. By executing projects as per evolving needs and aspirations of their people, smart cities have created a unique template of bottom-up planning. This template is acting as a lighthouse for other cities in the country. For example, realizing the problems faced by people during the COVID pandemic, several cities undertook transformative initiatives in the fields of health, education, walkability, neighborhood planning, public transport improvement etc.”

“The intent of the Mission from the challenge stage has been to champion needs and aspirations of citizens. These needs and aspirations are not static, they evolve and by building in mechanisms to adapt their plans to emerging realities, smart cities have successfully adhered to the core value of the citizen-centricity.”

“The cities can only become smart if they innovatively plan their financing of projects. Public Private Partnership (PPP) has been the focus of our mission, since its inception. We can proudly say that it has been as remarkable success. Around 240 PPP projects which have been completed/grounded are across multiple urban sectors. Moreover, these projects are spread across 60 cities, which also include many smaller cities,” Vikash said.

Smart city projects in India include: Multi-modal Transit Hubs , Market Redevelopments, Multi-Level Car Parking, Common Mobility Cards, Smart poles & Street lights, Public Bike Sharing, Affordable Housing, Energy Efficient Lighting, Solid Waste Management, Rooftop solar, Waste to Energy plants and Public Utilities.

The above interview was made possible during a tour in New Delhi by a group of Sri Lankan journalists, which was sponsored by StratNewsGlobal.com and BharatShakti.in at the request of the Sri Lanka High Commission in India.



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Saudi Vision 2030 offers new economic opportunities for Sri Lanka

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International delegates

By Ifham Nizam

Saudi Arabia’s Vision 2030 is creating opportunities for Sri Lanka in trade, investment, renewable energy, tourism and employment while strengthening the longstanding friendship between the two countries.

Led by King Salman bin Abdulaziz Al Saud and Crown Prince and Prime Minister Mohammed bin Salman, the programme aims to diversify Saudi Arabia’s economy, attract international investment, develop new industries and reduce dependence on oil revenues.

Launched in 2016, Vision 2030 is built around three pillars: a vibrant society, a thriving economy and an ambitious nation. Its focus on tourism, technology, logistics, renewable energy, industrial development and private-sector growth aligns with Sri Lanka’s need for foreign investment, stronger exports, energy security and sustainable employment.

Trade and investment opportunities

The establishment of the first Saudi–Sri Lanka Joint Business Council in November 2025 created a platform for businesses to identify investment opportunities, develop partnerships and address trade barriers. Saudi participation in Sri Lanka Expo 2027 could further strengthen commercial ties.

Sri Lanka can expand exports of value-added tea, spices, apparel, rubber products and processed foods to Saudi Arabia. Better distribution networks, packaging and compliance with market standards would help local producers, especially small and medium-sized enterprises, compete more effectively.

Saudi investors could explore Sri Lankan tourism, logistics, food processing, renewable energy and export-oriented manufacturing. The goal should be long-term partnerships that create jobs, transfer technology and improve productivity rather than simply increasing trade.

Renewable energy and green investment

Energy is another promising area. Saudi Arabia’s diversification programme includes major investments in renewable energy and emerging technologies. Partnerships in solar power, battery storage, electricity infrastructure and energy efficiency could help Sri Lanka reduce dependence on imported fossil fuels and improve energy security.

Cooperation could also include technical training and technology transfer. Saudi investment in sustainable tourism, modern agriculture, water management and infrastructure could create further opportunities if projects are commercially viable and supported by transparent regulations.

Vision 2030 seeks to make Saudi Arabia a major international tourism destination while improving services for pilgrims visiting Makkah and Madinah.

Sri Lanka could attract more Saudi visitors through better air connectivity, targeted marketing and partnerships with travel operators. Sri Lankan companies could also supply food, hospitality services and other products to Saudi Arabia’s expanding tourism sector.

Employment remains central to bilateral relations. Sri Lankan workers contribute to the Saudi economy, while their remittances provide valuable foreign exchange at home. As Saudi Arabia develops new industries, Sri Lanka can strengthen vocational training and skills-based recruitment in hospitality, healthcare, construction and technical services. Recognised qualifications, ethical recruitment and worker protection would benefit both countries.

Economic cooperation is complemented by Saudi Arabia’s distinctive spiritual role as custodian of Islam’s two holiest mosques.

Through the Custodian of the Two Holy Mosques’ Guests Programme for Hajj, Umrah and Visit, King Salman approved the hosting, at his personal expense, of 1,000 male and female Umrah performers from around the world in June 2026. Implemented by the Saudi Ministry of Islamic Affairs, Dawah and Guidance, the programme’s first group included 250 guests from 16 Asian countries, who visited Madinah and Makkah and took part in cultural and educational activities.

For those invited, performing Umrah and visiting the holy sites is a deeply meaningful religious experience. The initiative reflects Saudi Arabia’s commitment to facilitating worship and strengthening bonds among Muslim communities. It also complements Vision 2030’s Pilgrim Experience Programme, which aims to improve transport, accommodation, digital services and facilities for pilgrims.

This spiritual and cultural engagement adds a human dimension to commercial ties, helping deepen understanding between the two peoples.

Sri Lanka and Saudi Arabia established diplomatic relations in 1974, and their partnership has grown through trade, employment, development cooperation and diplomacy. The next step is to convert this goodwill into measurable results.

Sri Lanka needs a clear portfolio of viable projects, predictable regulations and efficient procedures to attract Saudi investment. Local businesses must be prepared to meet Saudi market requirements, while the Joint Business Council and Sri Lanka Expo 2027 can help connect investors and entrepreneurs.

The partnership should ultimately be judged by increased exports, productive investment, quality employment and the transfer of skills and technology.

Vision 2030 offers Sri Lanka an opportunity to build a more dynamic relationship with Saudi Arabia by combining commercial cooperation with diplomatic, spiritual and people-to-people ties. Together, the two countries can create lasting benefits for their economies and communities.

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LKR 3 billion HLAB fund launched to help Sri Lankan businesses scale

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Hatch, Lankan Angel Network and BOV Capital join forces, with First Capital Holdings PLC committing LKR 300 million as anchor limited partner in a fund built on a commercial investment case.

Starting a business is difficult. Building one that can grow, compete and endure is harder still.

For Sri Lankan founders, the challenge doesn’t end when they prove their idea works. The next stage demands stronger operations, access to new markets and the capital to pursue opportunities that could transform a promising venture into a sustainable business.

A new initiative aims to help more founders take that next step.

Hatch, Lankan Angel Network (LAN) and BOV Capital have launched HLAB, a collective LKR 3 billion fund designed to back early and growth stage regional companies that are incorporated in Sri Lanka. Announced at the final event of First Capital Startup Nation, organised by Hatch, the initiative brings together three established participants in the country’s startup ecosystem around a shared ambition: expanding access to capital for businesses seeking to grow.

Adding institutional participation to the initiative, First Capital Holdings PLC has committed LKR 300 million as the fund’s anchor limited partner, representing 10% of its total size.

From promising startups to enduring businesses

The transition from an early stage venture to a sustainable, growing company is a defining point in a founder’s journey. Businesses must move beyond establishing their models and begin building the operational strength and market reach needed to pursue larger opportunities.

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JXG’s Wasanthi Stephen makes history as the first female recipient of the CIPM Sri Lanka Lifetime Gold Award

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JXG (Janashakthi Group) celebrates Wasanthi Stephen, Group Chief Human Resources Officer, on becoming the first female recipient of the prestigious CIPM-Baurs Lifetime Gold Award 2026 from the Chartered Institute of Personnel Management (CIPM) Sri Lanka .

JXG (Janashakthi Group) celebrates Wasanthi Stephen, Group Chief Human Resources Officer, on becoming the first female recipient of the prestigious CIPM-Baurs Lifetime Gold Award 2026 from the Chartered Institute of Personnel Management (CIPM) Sri Lanka since the award’s inception. Presented on 14 October 2026, at the opening of the National Human Resource Conference (NHRC) 2026 at Monarch Imperial, Kotte, the award marks a historic milestone for Sri Lanka’s Human Resources profession and a proud moment for JXG.

The highest individual recognition in Sri Lanka’s Human Resource Management sphere, the CIPM Sri Lanka Lifetime Gold Award celebrates individuals whose long-standing contributions have advanced the HR profession at organisational, national, and international levels. It recognises professional excellence, ethical leadership, transformational impact, and a sustained commitment to people and institutions.

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