Albania • Angola • Argentina • Australia • Austria • Azerbaijan • Bahrain • Bangladesh • Belgium Bosnia and Herzegovina • Brazil • Bulgaria • Cambodia • Canada • Caribbean • Chile • China Columbia • Costa Rica • Croatia • Cyprus • Czech Republic • Denmark • Dominican Republic East Africa • Ecuador • Egypt • Estonia • Finland • France • Germany • Ghana • Greece Guatemala • Honduras • Hong Kong • Hungary • India • Indonesia • Ireland • Israel • Italy Japan • Jordon • Kazakhstan • Kosovo • Kuwait • Latvia • Lebanon • Lithuania • Luxembourg Macedonia • Malaysia • Maldives • Malta • Mauritius • Mexico • Myanmar • Montenegro Morocco • Mozambique • Netherlands • New Zealand • Nigeria • Norway • Oman Pakistan • Panama • Paraguay • Peru • Philippines • Poland • Portugal • Qatar • Romania Saudi Arabia • Serbia • Singapore • Slovakia • Slovenia • South Africa • South Korea Spain • Sri Lanka • Sudan • Sweden • Switzerland • Taiwan • Thailand • Turkey United Arab Emirates • United Kingdom • United States of America Uruguay • Venezuela • Vietnam • Zambia • Zimbabwe www.superbrands.com
2 SUPERBRANDS Superbrands Sri Lanka World Management Development (Pvt) Ltd 2 Jambugasmulla Mawatha Jambugasmulla Nugegoda Sri Lanka Chairman Shariful Islam Chief Executive Officer Sajid Mahbub Managing Director Rohan Somawansa Published by Superbrands Ltd 35 Ballards Lane London United Kingdom Content and design LMD/Media Services (Private) Limited Cover PR Wire Printed by Softwave Printing & Packaging © Superbrands Ltd 35 Ballards Lane London UK No part of this publication may be reproduced or transmitted in any form, by any means – electronic, digital or mechanical, including scanning, photocopying, recording or any information storage and retrieval system relating to all or part of the text, photographs or logotypes – without obtaining permission in writing from both Superbrands Limted and Media Services (Private) Limited. All companies that own brands featured in this publication have approved the editorial content – and their brand names, logotypes and photographs are reproduced with permission. Any enquiry regarding a specific brand should be submitted to the relevant company, as listed in the directory at the end of this publication. ISSN 3121-3545
3 SUPERBRANDS CONTENTS 7 THE COUNCIL 8 FOREWORD 10 INTERNATIONAL BENCHMARKS 12 GLOBAL EXCELLENCE 14 BRAND PROFILES 70 THE NEXT GENERATION 72 BRAND CLARITY 74 BRAND AGILITY 76 ANCHORED GROWTH 78 PURPOSE FIRST 80 BRANDING STRATEGY 82 DIRECTORY
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5 SUPERBRANDS CONTENTS 14 BAJAJ 16 BOC 18 CIC 20 CIMA® 22 COMMERCIAL BANK 24 Elephant HouseTM ICE CREAM 26 EvaTM 28 First Capital 30 Flora® 32 Fortune® 34 HERITANCE 36 Highland® 38 Hilton® COLOMBO 40 HNB 42 HOME LANDS 44 LOLC 46 MÄGA 48 Maliban® 48 Maliban® Savoury 52 mastercard® 54 moose CLOTHING COMPANY 56 Motha 58 SAMSUNG 60 SIDDHALEPA® 62 TipiTip® 64 TOKYO SUPER 66 tv Derana 68 VISION CARE
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SHIROMAL COORAY Chairman and Managing Director Jetwing Travels CHANNA MANOHARAN Country Managing Partner Deloitte Sri Lanka and Maldives RAJIV MEEWAKKALA CEO and Executive Director Lion Brewery ﴾Ceylon﴿ IMAL FONSEKA Co‐Founder Food Revolution Taurus Concepts ATHEEK MARIKAR Managing Director and CEO PepperCube Consultants ROHAN SOMAWANSA Director Primo THE COUNCIL 7 SUPERBRANDS
FOREWORD “Raise your words, not your voice. It is rain that grows flowers, not thunder.” This quote by the poet Rumi aptly captures the essence of how a business’ core philosophy should be, with the realisation that influence through purpose is more powerful than force. We have been referring to a VUCA ﴾volatility, uncertainty, complexity, ambiguity﴿ world for some time; and perhaps we’re passing through the eye of the storm. Geopolitical tensions and uncertainty are at an all‐ time high. The digital landscape has already changed every facet of consumers’ lives – and this is only the beginning. Technology, particularly AI influenced tech, is rewriting every aspect of the business world – a scale of disruption witnessed only during the Industrial Revolution. Amid this growth and innovation, we are living in an extremely unequal world. The richest one percent of the world’s population holds 35‐45 percent of global wealth. On the other hand, the bottom 50 percent of ﴾roughly four billion people﴿ holds less than two percent of the world’s wealth. If we study the historical perspective, there are two distinct phases where wealth concentration changed – beginning in the 1980s through to the 2000s: policies of deregulation, globalisation and tax cuts for the wealthy in many countries allowed for a massive accumulation of wealth at the top. The top one percent began to pull away from the rest of the population. Subsequently, the COVID‐19 pandemic acted as a major accelerator. While the global economy faced a severe downturn and millions lost their jobs, the world’s billionaires saw their wealth soar to record levels. The wealth of billionaires rose more in the first two years of the pandemic than in the previous 23 years combined. If brands are a manifestation of capitalism, collectively they have a big role to play. At the core of brands lies the thinking that they are created in the minds of the consumer – a collective reflection of multiple parameters, starting with core functional benefits or service delivery, which transcend into the overall user experience: from awareness to purchase and usage, and everything in between. In that context, people call for brands to be socially responsible, and play a more positive role in shaping and creating an inclusive and sustainable society. Brands that do it right become Superbrands. These broad contexts and shifts in consumer preferences are forcing brands to transform. Every word, gesture and action is amplified today – and remembered. They’re created mostly by people, by us – and each message has a massive impact on our psyche. In this environment, brands are no longer judged by visibility alone. They are judged by authenticity, trust and purpose. In an age of misinformation and division, people are searching for anchors of credibility. They’re looking for institutions they can trust. A 2025 Harvard survey shared that trust by Gen Z in major US institutions is extremely low: the federal government ﴾19%﴿, congress ﴾18%﴿, the presidency ﴾23%﴿ and the supreme court ﴾29%﴿. There is a clear opportunity for businesses and brands to stand for something bigger – brands that can be a force for good. Around the world, we see powerful examples. Patagonia has built a global movement by putting the planet before profit. Its message is clear: buy only what you need, protect what we all share. And in South Korea, Samsung has not only become a global technology leader, it’s transformed the image of an entire nation – showing the world what Korean innovation can mean. Brands are successful not simply because they sell products but because they shape culture, drive innovation and uplift society. Shariful Islam Chairman Superbrands Sri Lanka 8 SUPERBRANDS
This lesson is particularly important for users in South Asia. As our nations move towards the next chapter of inclusive development, our brands must step up. We don’t only need companies that win in the marketplace; we need brands that help build the future of nations. And this idea is captured beautifully in Clayton Christensen’s Prosperity Paradox. He reminds us that true prosperity doesn’t come from aid or top‐down projects; it comes from market creating innovations – from businesses that solve real problems, empower ordinary people and open doors of opportunity. That is the path for our brands too. And if we want a deeper guide, we can turn to nature itself. In this regard, we can take inspiration from nature philosopher John Muir, who states: “When one tugs at a single thing in nature, he finds it attached to the rest of the world.” In nature, growth is never selfish. A tree does not grow only for itself. A river does not flow only for itself. True growth is regenerative. It uplifts the whole ecosystem. That is the philosophy we need for brands: to grow not in isolation but in harmony; to innovate not just for profit but for people and the planet; and to rise not just as businesses but as forces of good that help society rise with them. Brands need to embrace the challenge – the calling of your brand – to be like the tree, the river, the light; growing not only for yourself but for the ecosystem around you. And to all aspiring brands, this should be both an inspiration and a responsibility. Because when brands grow with purpose, nations grow with dignity. And when we create Superbrands, we’re not only building companies; we are building the foundations of a stronger, more resilient nation. Brands need to make the commitment to shaping a more inclusive and inspiring tomorrow. The highest form of success is when our growth helps the world around us grow. 9 SUPERBRANDS
10 SUPERBRANDS INTERNATIONAL The global standard of trust, quality and brand leadership BENCHMARKS In a world that faces change at an increasingly rapid pace, consumer disillusionment and the rise of unprecedented expectations, brands are being increasingly measured not only by the offerings they provide but also the stand they take. It is in this rapidly changing global scenario that Superbrands has carved a niche as one of the most credible sources on the topic of branding excellence. Superbrands is founded on the simple but profoundly important conviction that has guided its activities across markets and across the years – i.e. that the greatest brands are founded upon trust. Even while markets, technology and consumer behaviour continue to shift, this conviction has remained the same. And today, Superbrands is an institution that has emerged on an international landscape that recognises and honours brands that have attained an outstanding position within the minds of consumers. A branding initiative turns into a global institution The tradition of Superbrands has its roots in the UK in the second half of the 1990s, when branding first gained recognition as a business function that could no longer be viewed solely as an artistic endeavour. The project took as its premise that consumers generally understand which brands are superior and should be measured against that collective view. Over the years, Superbrands has grown from a purely national recognition scheme to an international phenomenon. With its spread to other countries, they were able to build a strong system based primarily on consumer research. By being research driven, Superbrands was in a position to build recognition in a way that was completely independent of commercial participation. Superbrands now operates in over 90 markets – including both mature and emerging markets. And for each geography, Superbrands records the history of brands that have showcased excellence over time, thereby creating a living history of brands and their evolution over time, and in different markets. Global consistency and local relevance Superbrands’ success is also defined by its ability to achieve a balance between universal guidelines and insights derived from understanding local requirements. Although the fundamentals that influence the power of brands – such as trust, quality, differentiation and emotional connections – are universal, Superbrands takes cognisance of the fact that brands function within certain cultural and socioeconomic parameters. This is embodied in Superbrands’ business model: for every market in which Superbrands operates, its brand assessment is underpinned by local research and councils of experts so that awareness is a function of actual perceptions rather than projections from another country. This serves to underpin another of Superbrands’ founding propositions: a superior brand is one that performs authentically within its sector and adheres to a globally respected standard of excellence. So this is particularly valuable for multinational brands, as it offers a benchmarking opportunity. For regional brands, it offers a platform where they can stand on an equal footing with multinational giants, and demonstrate that greatness does not depend on size and country of origin, but relevance and trust. Role of Superbrands in the global brands ecosystem Superbrands is more than a recognition process; it is essentially a norm setting process in a global manner – in other words, to identify brands that have succeeded in establishing a long‐term relationship with consumers to the extent that they inspire confidence in the market rather than merely being visible. It is no less significant to mention the role of Superbrands as a brand knowledge curator. In doing so, Superbrands records how successful brands react to change, how they manage their reputation and continue to remain relevant for succeeding generations. The knowledge acquired contributes to an overall awareness of branding as a business value, which continues to impact enterprise value. In many markets, Superbrands has also contributed to raising awareness of branding in certain spheres of corporate or organisational leadership
11 SUPERBRANDS In many markets, Superbrands has also contributed to raising awareness of branding in certain spheres of corporate or organisational leadership. By spreading awareness of brands as core value drivers of companies through consistent marketing and branding practices, Superbrands has contributed to shifting branding perceptions in boardrooms, away from mere communication outputs. Instrumental impact across countries and economies In developed and emerging countries, the role played by Superbrands cannot be underestimated in influencing the level of brand creation. In the developed world, it tends to emphasise the need for brand management and trust in the face of tremendous disruptions. In emerging countries, it tends to act as a catalyst in advising brands to adopt best practices while staying connected to the local culture. For most companies, Superbrands award recognition is one of their most significant milestones. Superbrands promote environments where both localised and global companies are judged by the same criteria, which emphasises that brand excellence is universal. Superbrands also indirectly contributes towards the development of brand stories in several nations. Through the promotion of best brands in different nations, it facilitates discussions on exportability, investment and reputation, highlighting how brands can create cultural capital. Why Superbrands matter in a trust deficit world In the global market, consumers are saturated and more vigilant about whom to trust. It is against this background that Superbrands emerges as a trusted mark – a credible stamp of approval to guide consumers and alleviate their anxiety. As a brand, the recognition by Superbrands is the increasing rarity that comes with an element of credibility that cannot be achieved on one’s own but has to be earned through an initiative because according Superbrands’ positioning, the best brands are those that are believed in by consumers, not merely recognisable to them. It is the emphasis on belief and trust that makes Superbrands so relevant in the current context of misinformation, erosion of institutional trust and rising demands of corporate accountability. Superbrands and the future of branding The global branding environment has continued to undergo changes. Factors such as demographics and now, digital transformation and expectations regarding purpose and responsibility, continue to shape what constitutes a great brand. Superbrands has continued to be relevant as it has adapted to these changes; yet at the same time, it has stuck to its original roots. Currently, Superbrands is recognising brands that not only perform within the market but also resonate with culture, behave in an ethical manner and think along the lines of a positive vision. This is because it is realised that the power of brands is no longer restricted to mere performance and visibility, but also incorporates purpose and values. A lasting standard of brand excellence With the complexity of markets and increased difficulty in building trust, the requirement for trustworthy and independent benchmarks will only increase. The place that Superbrands holds in this scenario is distinctive – Superbrands has been successful in becoming a protector of brands due to its global reach and long‐term approach. For Superbrands around the world, recognition is only the beginning; it’s a symbol of responsibility for brands to meet standards and be responsive to customers. In a dynamic world, Superbrands is a symbol that amidst shifts in marketplaces and trends, the core principles of quality brands remain timeless. With the complexity of markets and increased difficulty in building trust, the requirement for trustworthy and independent benchmarks will only increase
12 SUPERBRANDS GLOBAL Superbrands has become the gold standard for identifying and celebrating the strongest, most respected brands in markets across the world What is a Superbrand? EXCELLENCE In a world overflowing with brands vying for attention, only a select few rise above the noise. These brands not only deliver on their promises but earn lasting trust, loyalty and admiration. Recognising these standout names is Superbrands – a global organisation renowned as an independent authority on branding excellence. With a presence in more than 90 countries, Superbrands has become the gold standard for identifying and celebrating the strongest, most respected brands in markets across the world. Earning the Superbrand title is more than a certification; it is an affirmation of quality, credibility and leadership, in the eyes of consumers, industry experts and business leaders alike. ORIGINS The Superbrands concept originated in the UK in the mid‐1990s. It was conceived by advertising executive Marcel Knobil, who in 1993 – after losing a pitch due to insufficient brand insight – set out to highlight the power of strong branding. In 1994, he launched Superbrands as a radio show on London’s GLR ﴾now BBC Radio London﴿. The programme offered consumers an inside look at the most notable and influential brands shaping their daily lives. Following its success, the Superbrands organisation was formally established in 1995 with a mandate to promote the discipline of branding and celebrate brands that stand out for their excellence. The first Superbrands reference book was published in London that same year, featuring a blend of global giants such as American Express and Coca‐Cola. This combination of international icons and local leaders became a hallmark of Superbrands editions worldwide. By the late 1990s, the concept expanded internationally – beginning in Australia, and spreading across Europe, Asia, the Middle East and the Americas. And by the 2020s, Superbrands was operating in more than 90 countries across five continents, becoming a global authority on brand excellence. From its London origins, Superbrands has grown into a truly global initiative. Today, the programme is one of the most geographically extensive brand recognition platforms in the world. It has a strong presence in markets including the UK, the UAE, India, the US, China, South Africa and Sri Lanka. Each national chapter is managed by local branding experts under licence, producing its own Superbrands awards and publications. While each edition is tailored to reflect local market leaders, all programmes adhere to uniform global standards, ensuring that a Superbrand in one country upholds the same level of excellence as one in another. This balance between local relevance and global consistency has been key to the programme’s international credibility. PURPOSE AND MISSION At its core, Superbrands exists to celebrate branding excellence and raise industry standards. It positions itself as the world’s largest independent arbiter of branding, recognising brands that have built exceptional reputations and delivered meaningful value to customers. Its mission is twofold: to highlight the strategic importance of branding and to honour brands that excel in trust, loyalty and distinction. A Superbrand is defined as one that offers clear emotional and/or tangible advantages over competitors Every brand granted Superbrand status is expected to embody three core qualities: quality, reliability and distinction. Through its publications, events and recognition programmes, Superbrands helps elevate branding as a discipline and inspires other organisations to strive for excellence. SELECTION PROCESS Superbrands operates a rigorous and impartial selection process. Participation is strictly by invitation; brands cannot apply or lobby for inclusion, ensuring independence and credibility. In each market, evaluations are overseen by a Superbrands Council comprising industry experts, senior executives and marketing professionals. In this 2025 Sri Lanka edition, nearly 550 brands across approximately 120 categories were assessed by a panel of council members with a diverse knowledge of the local market and subsequently, Superbrands Sri Lanka in collaboration with LMD. Brands were assessed against five pillars: brand heritage, brand relevance, perceived quality, perceived performance and top of mind awareness ﴾TOMA﴿. Following careful deliberation, council members were required to score each brand across these pillars to ensure a balanced and transparent evaluation in a live forum.
13 SUPERBRANDS In this 2025 Sri Lanka edition, nearly 550 brands across approximately 120 categories were assessed by a panel of council members with a diverse knowledge of the local market and subsequently, Superbrands Sri Lanka in collaboration with LMD Earning Superbrand status is a powerful endorsement that distinguishes a brand as being a leader in its category SUPERBRANDS THE FIVE PILLARS BRAND HERITAGE BRAND RELEVANCE PERCEIVED QUALITY PERCEIVED PERFORMANCE TOP OF MIND AWARENESS ✓ Brands that achieved a minimum qualifying score of 12 points were identified as potential Superbrands. This was followed by a rigorous verification and invitation process conducted by LMD, on behalf of Superbrands Sri Lanka. This structured and independent evaluation process sets Superbrands apart from many other recognition programmes. BENEFITS AND CREDIBILITY Earning Superbrand status is a powerful endorsement that distinguishes a brand as being a leader in its category. It conveys trust and excellence across stakeholder groups – from consumers and media, to investors, suppliers and employees. One of the chief benefits of the programme is visibility through inclusion in the Superbrands coffee‐table book, where recognised brands are featured by way of profiles highlighting their heritage and market positioning. These publications are widely read by senior decision makers in business, marketing and communications. Internally, Superbrand recognition enhances employee pride and morale, strengthens employer branding and supports talent attraction. Externally, it provides credible validation that reinforces investor confidence and highlights brand equity as a strategic asset. Brands also benefit from participation in the Superbrands Tribute Event – an exclusive event attended by C‐suite leaders, the media and industry influencers – at which the awards are presented, as well as digital exposure through Superbrands’ platforms – including online features, videos and backlinks. In the eyes of consumers and trade partners, Superbrand status signals reliability and performance. Independent research by agencies such as Nielsen and Kantar affirm that consumers are significantly more likely to consider brands that are endorsed by Superbrands – in fact, purchase consideration rates reach up to 70 percent in parts of Asia and even higher in some global markets. Superbrands status places a company among an elite international community of leading brands, offering lasting credibility and recognition. For many organisations therefore, being a Superbrand is not only a validation of their most recent achievements but a catalyst for continued excellence and growth.
THE MARKET Bajaj is the market leader in Sri Lanka’s motorcycle and three‐wheeler segments; and it’s synonymous with cost‐effective and reliable last mile transportation. The brand remains the preferred choice for everyday mobility, offering affordability, durability and value. Its leadership is reflected in strong market performance with an estimated 80 percent share of the motorcycle market and around 90 percent of the three‐wheeler segment. Beyond sales and market share, Bajaj’s strength lies in trust and long‐term customer commitment. Through David Peiris Motor Company ﴾DPMC﴿, the brand operates Sri Lanka’s largest after sales service network, supported by dedicated teams focussed on customer care and after sales support. ACHIEVEMENTS At present, one out of every three vehicles on Sri Lanka’s roads is a Bajaj, underscoring the scale, consistency and sustainability of the brand’s growth. With touchpoints located within a few kilometres of almost any location, Bajaj has embedded itself deeply into the country’s mobility landscape. Despite competing against some of the world’s renowned motorcycle brands, Bajaj has emerged as Sri Lanka’s number one motorcycle brand, outperforming its global peers in the local market. Reflecting this achievement, DPMC has been recognised multiple times as one of Bajaj’s top international distributors among more than 100 countries worldwide. Operational excellence strengthens this leadership: DPMC teams have consistently excelled at global Bajaj skill competitions, placing Sri Lanka among the company’s highest performing markets. So effective is the local operating and service framework that Bajaj now uses the Sri Lankan model as a benchmark, guiding distributors in other markets. Another distinctive achievement has been the successful repositioning of Bajaj as a family oriented brand, particularly in the three‐wheeler segment with an estimated 50 percent used primarily by families. Bajaj’s impact extends beyond sales into industrial development. Motorcycle assembly began locally in 2014, paused due to policy changes and was relaunched following COVID‐19’s import restrictions. DPMC is the first company to start assembling motorcycles in Sri Lanka with locally manufactured components under the local value addition programme introduced by the Ministry of Industry in 2023. Today, three models are manufactured at DPMC’s Manufacturing Complex in Ranna, Hambantota, incorporating more than 90 locally produced components. Aligned with Sri Lanka’s development priorities and the United Nations Sustainable Development Goals ﴾UNSDGs﴿, Bajaj contributes meaningfully to economic inclusion through road safety programmes, Sri Lanka’s first free vehicle emission testing initiative, structured waste management, solar energy adoption and a manufacturing facility recognised as the country’s first net zero energy facility. HISTORY Bajaj’s success is deeply‐rooted in a long‐standing partnership with DPMC, which dates back to 1978 when Bajaj three‐wheelers were first introduced to Sri Lanka. What began under a different corporate structure evolved over time, culminating in the formation of DPMC as an independent entity in 1994. Over the past three decades, this partnership has worked relentlessly to establish and sustain Bajaj as the country’s leading motor vehicle brand. The story of Bajaj in Sri Lanka however, stretches further back to 1978 when three‐wheelers first appeared in the country. At the time, the concept was unfamiliar and largely dismissed with urban transport dominated by taxis, particularly in Colombo. It was David Pieris, the founder of DPMC, who recognised the vehicle’s transformative potential. To build public confidence, he led by example by personally driving a Bajaj three‐wheeler, demonstrating its safety and reliability. This simple but powerful act helped shift public perceptions and build trust. DPMC pioneered vehicle assembly in Sri Lanka by introducing the country’s first automated, ‘conveyorised’ assembly line, at a time when local assembly was virtually unheard of. A further turning point came in 1998, when DPMC won a government tender to supply 500 motorcycles, proving Bajaj’s and DPMC’s ability to meet demanding operational and geographic requirements. This success validated DPMC’s growing after sales service network, deliberately built to support customers islandwide. From the outset, the company has ensured spare parts availability, trained technicians and established nationwide service facilities before introducing any model – a discipline embedded by the founder and upheld to this day. THE PRODUCT Bajaj’s success in Sri Lanka is built on three core pillars – viz. sales, service and spare parts – strengthened by mobility solutions tailored to local needs. Bajaj has become indispensable across the country, from urban centres to remote rural communities, offering a unique balance of affordability, durability and earning potential. It indicates that Bajaj isn’t merely a transport solution but a driver of economic mobility. The broader socioeconomic impact of this vision is significant. An idea first championed by David Pieris – i.e. that mobility could transform lives – now supports over five million people nationwide. Nearly two million individuals are employed directly and indirectly through the Bajaj 14 SUPERBRANDS
ecosystem with entire families dependent on the livelihoods it enables. Studies indicate that ownership of a Bajaj vehicle enables operators to rise above the poverty line within months. With modest upfront investment, individuals can earn a steady monthly income, lifting families out of poverty without relying on subsidies or welfare programmes. Viewed holistically, the Bajaj value chain supports over five million beneficiaries across the nation. This far‐reaching influence underscores Bajaj’s role not only as a brand but a transformational force in Sri Lanka’s social and economic landscape. RECENT DEVELOPMENTS The local value addition programme undertaken by Bajaj and DPMC in Sri Lanka is one of the company’s most notable initiatives in recent years. When COVID‐19 struck and vehicle imports were subsequently restricted, much of the motor industry came to a standstill. With the support of the Ministry of Industry the company launched a local value addition programme, becoming the first international brand to resume motorcycle use in the country during the COVID‐19 period. This initiative required a complex and time intensive process of capability building and knowledge transfer to local vendors. Today, Bajaj manufactures three motorcycle models locally, incorporating over 90 Sri Lankan made components, giving it the highest number of locally value added models in the market. The facility is also fully equipped to commence three‐ wheeler assembly with locally manufactured components including infrastructure and technical capabilities already in place. Beyond motorcycles, the same manufacturing complex supports value addition for other vehicle categories, demonstrating the operation’s scalability and its potential to extend local manufacturing to new segments including four‐wheelers, where no comparable initiatives currently exist. At a time when the industry contracted, Bajaj’s investment in local manufacturing ensured business continuity, safeguarded jobs, and strengthened domestic automotive components and assembly industry capabilities. PROMOTION Bajaj operates on a philosophy that reaches far beyond selling vehicles, ensuring that every vehicle is backed by a complete lifecycle ecosystem with more than 2,000 touchpoints across the country. This commitment is reflected in Bajaj’s nationwide footprint. With sales outlets, service centres and parts distributors spanning the island – from the north and east to the south – the brand has achieved near total geographic coverage, ensuring customers are never far from support. A defining strength of Bajaj motorcycles in Sri Lanka is fuel efficiency. Over the past two decades, the brand has built a strong reputation for producing some of the most fuel economical motorcycles in the world, many of which remain in daily use locally. Leadership is reinforced by continuous technological advancement. Since the early 2000s, Bajaj has introduced multiple engine platforms that have enhanced performance, efficiency and durability. Notably, the brand has maintained its number one market position relying solely on motorcycles. Beyond mobility, Bajaj plays a vital role in social and economic connectivity, enabling access to employment, education and essential services. Bajaj is now poised to enter the electric mobility space with the introduction of electric two‐ wheelers and three‐wheelers in the near future. BRAND VALUES For Bajaj, affordability is the starting point of every decision. Products are designed to deliver clear value for money and remain economically viable for customers in the most price sensitive segments of the market. DPMC continues to service and supply spare parts for 30 year old Bajaj vehicles, reflecting a level of long‐term commitment that remains unmatched in the industry. In contrast, many competing brands struggle with parts availability and after sales support – often, this is evident in customer dissatisfaction expressed on social media platforms. Bajaj’s resilience during periods of disruption reinforces this approach. During import restrictions, when vehicle sales came to a halt and many operators exited the market, Bajaj continued to meet its obligations and sustained operations – well before local value addition programmes were introduced. This endurance was driven not by short‐term sales but a business model anchored in trust, service continuity and financial discipline. Across all levels of management, the principle is non‐negotiable: every product must be affordable, offer genuine value and be backed by dependable service. Without these fundamentals, Bajaj does not consider the business sustainable. r Bajaj is the fourth largest motorcycle manufacturer in the world by volume. r It is the number one motorcycle brand in India, in terms of global exports. r Bajaj accounts for a third of the vehicles on Sri Lanka’s roads at this time. r The brand’s strength lies in delivering cost‐effective mobility solutions that combine affordability, durability and fuel efficiency. r Bajaj motorcycles are widely recognised for their exceptional fuel economy. THINGS YOU DIDN’T KNOW ABOUT BAJAJ 15 SUPERBRANDS
THE MARKET For generations of Sri Lankans, Bank of Ceylon ﴾BOC﴿ has never felt like simply a bank. It is the place where a child opens his or her first savings account, where families plan their futures, and where businesses turn to in moments of hope and hardship. Long before banking became fast and digital, BOC became familiar and trusted through presence, patience and reliability. Through independence, growth, crisis and recovery, the bank has remained steady and is now known as the ‘Bankers to the Nation’ – a role built not by words but action. BOC serves the entire country under one roof: from daily wage earners to professionals, and from small traders to multinational companies, millions of Sri Lankans bank with the same institution. Its reach extends across villages, towns and cities, supporting individuals, MSMEs, corporates and state institutions alike. This wide customer base reflects a simple belief: banking should be accessible to everyone while remaining strong, disciplined and competitive. ACHIEVEMENTS In 2025, Bank of Ceylon was recognised as Sri Lanka’s Most Valuable Brand by Brand Finance, reclaiming the top position across all sectors. This recognition followed global valuation standards and independent research. Internationally, the bank continues to lead. It is the highest ranked Sri Lankan bank among the Top 1000 Banks in the World by The Banker magazine, and has been named Bank of the Year in 2021, 2023 and 2024. Its Islamic banking arm earned Islamic Retail Bank of the Year – Asia 2025 while the BOC Youth Loan Scheme received national recognition for empowering young entrepreneurs and supporting economic growth. In 2025, BOC proudly earned 34 awards both locally and internationally, reaffirming its excellence, leadership and trusted reputation, both in Sri Lanka and on the world stage. HISTORY The strength of Bank of Ceylon lies in its solid financial foundation. With one of the largest asset bases in Sri Lanka’s banking sector, BOC supports national development through lending, investment and trade. Its liabilities, mainly customer deposits, represent something even more important: public confidence built over decades. This balance of strength and trust allows the bank to remain stable during uncertain times and supportive when the nation needs it the most. BOC was established in 1939, when access to finance was limited. From its inception, it carried a national responsibility by supporting agriculture, trade and enterprise. Post‐independence, the bank became a key driver of economic progress, financing infrastructure, industries and regional development. Its expanding branch network brought banking into communities across the island, building relationships that have lasted generations. The iconic Bank of Ceylon head office in Colombo became a symbol of confidence and stability. Even today, in remote regions and island communities, BOC often remains the main link to formal banking. It is also the only Sri Lankan bank with branches in four foreign countries, thereby connecting the nation to the world. THE PRODUCT While its roots are deep, Bank of Ceylon continues to move confidently into the future. And digital banking is now a key part of this journey: today, BOC exceeds eight million digital users, reflecting the growing trust in secure, convenient and modern banking solutions. The BOC Flex App plays a central role in this transformation, offering a single platform that enables customers and non‐customers to manage their transactions seamlessly. Innovation at Bank of Ceylon extends beyond digital banking. The bank has introduced agricultural drone based fertilisation projects, helping farmers apply fertiliser more efficiently while reducing wastage and environmental impacts. BOC connects generation to generation, adapting its communications to how people live, listen and 16 SUPERBRANDS
engage, and speaking to them in ways that matter. Youth are reached through digital platforms, social media and mobile first communication aligned with modern lifestyles. Traditional channels such as television, radio, and print media remain important for families and senior citizens, where clarity and familiarity matter most. To stay connected with foreign customers and Sri Lankans living overseas, the bank actively uses WhatsApp, digital messaging platforms and AI assistance, ensuring easy access across borders. Across all generations, communication is built on trust, consistency and reassurance, reinforcing Bank of Ceylon’s role as a lifelong financial partner – not just a service provider. RECENT DEVELOPMENTS In 2025, BOC issued Sri Lanka’s largest sustainability bond worth Rs. 20 billion, reflecting strong market confidence. Environmental initiatives include beach clean‐up programmes, turtle conservation projects and efforts to reduce plastic waste through the introduction of biodegradable cards. The bank also supports deforestation prevention across 80 hectares while actively promoting renewable energy with 100 BOC branches contributing four megawatts of solar generated electricity to the national power grid. Bank of Ceylon extends its commitment to education by awarding scholarships worth 30 million rupees each to students who pass the Grade 5 Scholarship examination and students who gain university entrance following the GCE Advanced Level examination annually. Innovations such as the e‐calendar initiative reduce paper usage, reinforcing the bank’s commitment to environmental responsibility. PROMOTION Many Sri Lankans begin their banking journey with Bank of Ceylon as children. As life progresses, this relationship grows into loans for education, housing finance, savings, cards and daily banking services. Young entrepreneurs receive support through the BOC Youth Loan Scheme, which has helped over 11,000 young people in a single year. Businesses across sectors benefit from working capital, trade finance and corporate banking solutions. Through its Business Revival and Rehabilitation Unit, the bank has revived over 550 struggling businesses, turning distressed loans into successful recoveries. Corporate social responsibility at Bank of Ceylon goes beyond its obligations; it assumes care for the environment, communities, education, culture, sports and future generations. Moreover, contributing Rs. 500 million to national recovery efforts such as ‘rebuilding Sri Lanka’ demonstrates the bank’s commitment beyond finance. BRAND VALUES In 2025, Brand Finance valued Bank of Ceylon at 57.4 billion rupees. With over 16.2 million customer accounts and more than 2,300 banking touchpoints, the bank reaches almost every Sri Lankan household. Its leadership as the country’s top banking brand for over a decade reflects consistency, trust and relevance. BOC is more than Sri Lanka’s largest bank – it is a partner through life, a pillar in times of need and a constant presence across generations. r With 16.2 million customer accounts in a country of about 22 million people, BOC is part of everyday Sri Lankan life – whether it’s your first savings book, salary or business account, or first digital transfer. r Armed with over 2,300 touchpoints from ATMs and CRMs, to agent banking and post offices, the bank brings banking to places where people live, work and move. r It is the only Sri Lankan bank with a strong presence in four foreign countries – viz. the UK, India, the Maldives and Seychelles – and is connected to the global financial system through over 800 correspondent relationships around the world. r BOC Flex isn’t only for Bank of Ceylon customers; it’s a ‘one app for all’ – a cross bank digital platform, which allows users to link accounts from other banks and manage everything in one place. r The bank turned post offices into banking hubs, helping rural and semi‐urban communities access formal banking through paperless digital processes and dual authentication. THINGS YOU DIDN’T KNOW ABOUT BOC 17 SUPERBRANDS Maduwa viewed from the sky. Marking the opening of the BOC Connect Agent Banking Centre at the Maduwa Sub Post Office. Carrying out a digital transaction using LankaQR. Maduwa Sub Post Office. Distributing gifts to school children.
THE MARKET CIC Agribusiness operates across Sri Lanka’s entire agriculture value chain from seeds, fertiliser and crop protection, to R&D, farmer advisory and downstream food products. It enjoys market leadership in all agri input categories – produced locally, and also through global partnerships with international players such as Syngenta, Yara and Corteva Agri Sciences. The company works with farmers across the country while supporting over 10,000 outgrower farmers under a buyback agreement model. Its operations encompass key crop sectors such as paddy, maize, coconut, tea and sugarcane, combining modern agronomy and local knowledge to enhance yields and sustainability. CIC’s focus on quality, research and development, in addition to farmer empowerment, have positioned it as Sri Lanka’s foremost agribusiness. ACHIEVEMENTS The company has evolved from its agrochemical roots into Sri Lanka’s most diversified agribusiness, transforming the nation’s agricultural value chain. What began as a chemical supplier is now a company offering complete solutions – from seed to shelf – built on innovation, research and the revival of former state farms into model enterprises. CIC became one of Sri Lanka’s first private investors in agricultural R&D, recruiting scientists to develop low glycaemic rice and premium aromatic varieties such as basmati and Thai jasmine. It also introduced hybrid seed lines comparable to imports, and established a nucleus and outgrower model that now engages over 10,000 farmers. The company distinguishes itself by pairing sales with agronomy expertise and prioritising safer inputs – the majority of its crop protection range is classified in environmentally responsible Classes 3 and 4. Productivity enhancement programmes have achieved measurable results: tea smallholders increased yields by 20‐25 percent, sugarcane by 30‐40 percent and maize productivity doubled national averages. CIC owned farms produce around 90 coconuts per tree annually, which is twice the national average. The company has also invested high‐ end capability and capacity to produce rice of superior quality and nutrition. HISTORY CIC’s agribusiness journey began in 1964 as a supplier of agrochemicals. In 1991, the company acquired British American Tobacco’s ﴾BAT﴿ fertiliser operation, making fertiliser a second key pillar alongside crop protection. A defining milestone came later in the decade, when CIC through the Public Enterprise Reform Commission leased and revived several loss making state farms as thriving models. This move added certified seeds to its portfolio and laid the foundation for an integrated agribusiness. The farms included the largest privately managed dry zone operation in Hingurakgoda, focussing on seed paddy development and production, and a 750 acre farm in Dambulla – home to the company’s R&D canter, which also produces vegetable seed, fruits and perennials. CIC took the tougher road by embedding itself within rural communities – it faced early hostility but eventually gained respect as a company that stood beside farmers. Its next leap was into private sector agricultural research. CIC recruited leading scientists and developed healthy rice varieties and high‐yield hybrid seeds, establishing a strong domestic R&D base. It also introduced digital and precision technologies – drones, remote sensing and protected cultivation controls – and launched a farmer tech hub that allows growers to share images and receive expert guidance. An integral and distinctive pillar in CIC’s agri journey has been the customised on ground technical training and support provided to farmers. It has engaged in a concerted effort to educate and onboard youth and the next generation of farming communities, by way of growing techniques and pilot projects, providing assurances to modernise and increase productivity and yields. Its product portfolio grew from inputs to downstream lines: Golden Crop rice, CIC Dairies and Fresheez outlets. CIC also pioneered branding and variants in rice, to move consumers beyond generic samba rice. Internationally, it began exporting rice to ethnic markets and securing registrations in parts of Southern Africa. Throughout, the company has maintained its commitment to quality, transparency and sustainability, backed by global partnerships and safer product portfolios. THE PRODUCT CIC provides an end‐to‐end portfolio spanning seeds, fertiliser, crop protection, research and farmer advisory. Its seed range includes certified seed paddy and hybrid vegetable varieties developed through long‐term R&D. Fertiliser offerings combine conventional nutrition with new generation plant nutrients and organo mineral blends that balance chemical and organic components. The crop protection portfolio features over 70 percent of products classified in environmentally safer Classes 3 and 4, supported by partnerships with global innovators such as Syngenta. Through its Golden Crop rice, Dairies and Fresheez brands, CIC delivers trusted consumer products rooted in its own farms. Technology remains central to its operations: its mobile tech hub connects farmers with agronomists while drones and remote sensing enhance field diagnostics and precision farming. Protected agriculture – through greenhouses and polytunnels – supports consistent climate resilient production. The nucleus and outgrower model links over 10,000 farmers through buyback agreements, ensuring stable markets, knowledge transfer and shared value creation. 18 SUPERBRANDS
Higher productivity for farmers, improving their livelihoods, and superior nutrition for consumers and the nation to nurture and uplift lives, form the dual purpose that governs every decision the company makes and every product it markets, from input to output. RECENT DEVELOPMENTS The company has commissioned a Rs. 600 million state‐of‐the‐art rice processing facility using Japanese technology, doubling capacity and improving food safety and quality standards. Its tea smallholder programme to improve quality of tea leaves has advanced to factory level verification with 24 factories allocating separate withering troughs under Sri Lanka Tea Board oversight. This traceable model in its pilot stage has demonstrated the possibility of farmers commanding premiums of Rs. 10 to 50 per kilogramme. It has pioneered the production of hybrid seeds in chilli, capsicum and eggplant enabling partial substitution of costly imported seeds. At policy level, CIC’s productivity demonstrations have influenced plans for a national programme under a public private partnership ﴾PPP﴿, initially focussing on paddy and maize. The company has also expanded its influence to support and upskill protected cultivation to around 800 growers, supported by financial partnerships with local banks. Export expansion remains a priority: CIC is targeting mainstream retail markets such as Coles in Australia, exploring opportunities in the EU, and progressing hybrid seed trials in Bangladesh and India. Coconut and sugarcane productivity initiatives continue, benchmarking against top performing regional models in Kerala and India. PROMOTION CIC’s promotional approach is driven by on ground education and demonstration rather than traditional advertising. The company conducts structured field programmes, demonstration plots and production protocols, enabling farmers to experience results firsthand. Tea smallholders are organised into clusters led by trained leader farmers, creating peer learning and rapid adoption of technical and product knowledge. Its tech hub mobile advisory enhances engagement by allowing growers to share field images and receive expert recommendations with complex issues escalated to research bodies. CIC collaborates with universities on baseline and follow‐up studies, ensuring that outcomes are scientifically validated. Public‐private people partnerships with institutions such as the Tea Smallholder Development Authority, Coconut Cultivation Board and the Tea Research Institute ﴾TRI﴿ underpin its credibility. Beyond field promotion, CIC also builds consumer awareness through rice varietal branding while Fresheez outlets connect farm produce directly with urban consumers. The company is committed to uplifting and nurturing lives of farmers and communities through CSR programmes. Modern educational support for rural schools in the form of smart classrooms and learning English, together with a health focus both at community level, hospital upgrades and safe drinking water through purification for schools have enabled the company to strengthen community relations and reinforce brand trust. BRAND VALUES CIC’s philosophy is rooted in its group purpose of nurturing life. In agribusiness, this means empowering farmers, enhancing productivity and contributing to national food security. The brand stands for quality, authenticity and transparency – values reflected in products that maintain uncompromised standards. Its stewardship mindset is evident in responsible crop protection practices, global standard partnerships and sustainable fertiliser solutions. CIC’s culture is anchored in public‐private people collaboration, fostering trust with institutions and farming communities alike. The company’s core principles define its identity: ownership and accountability – taking responsibility for actions and results; teamwork and trust – relying on collective strength; integrity and respect – upholding honesty, legality and mutual regard; entrepreneurial and innovative – pushing boundaries and exploring new horizons; customer focus and quality – placing customers first and ensuring superior standards; and a bias towards action and the winning spirit – leaving no stone unturned in pursuing goals. Innovation and accountability drive CIC’s operations, from data driven agronomy and drone technology to rigorous record keeping. Its community investments in rural education, health and clean water reflect a belief that agricultural progress and social wellbeing must advance together. Through these values, CIC embodies science, ethics and compassion, helping farmers, consumers and the nation cultivate sustainable prosperity. r First private company to invest in agriculture R&D. r Launched a digital agri hub in line with its continued commitment to educate growers and youth and uplift knowledge. r In line with its strategy and future growth, CIC has invested Rs. 600 million in a state‐of‐the‐art rice processing facility. r CIC Curd is sought after due to its creamier texture and taste as it is made from buffalo milk from CIC farms. r CIC Agri CSR focusses on rural education and health, nurturing and uplifting communities to live better. THINGS YOU DIDN’T KNOW ABOUT CIC 19 SUPERBRANDS
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