Maliban Group of Companies’ A.G. Kumudika Fernando, Chairperson and Group Managing Director, and Ravi Jayawardena, Group Chief Executive, share insights into the company’s transformation from a legacy-driven, founder-led business to a professionally managed, innovation-led organisation that focuses on digital transformation and global expansion.
They highlight how Maliban balances tradition with modern demands by embracing sustainability, automation, and youth engagement, while maintaining brand integrity. Additionally, they emphasise how strategic foresight and internal capability have fueled resilience and long term relevance.
How has Maliban’s leadership philosophy evolved across generations, and what have been the most significant shifts in approach under current leadership?
Fernando: Maliban’s leadership philosophy is deeply intertwined with its founding legacy, a legacy built on integrity, quality, and service to society. My grandfather, A.G. Hinniappuhamy, laid the foundation for a business that was not just profit-driven but purpose-led. From day one, Maliban was committed to delivering the highest quality food to every Sri Lankan household, regardless of status or geography. That sense of duty still guides us, but our approach to leadership has evolved in response to the demands of a vastly different business environment.
Under my leadership, the most notable shift has been from a founder-led, product-focused culture to a more inclusive, system-driven, innovation-powered model. We now foster a leadership ethos that is collaborative, globally oriented, and technologically forward. There’s a greater emphasis on professionalisation and building leadership at all levels, from our factory floors to our boardroom. We are also more conscious of our role as a corporate citizen in a globalised world, which has shaped our growing emphasis on sustainability, digital transformation, and ESG goals.
Another key evolution is how we define success. Earlier generations looked at reach and reliability; we now also measure innovation velocity, customer intimacy, and brand relevance in both local and international markets. Our leadership approach is centred on agility, resilience, and vision. We’re not just custodians of a legacy; we are architects of a future that will ensure Maliban thrives for the next 70 years and beyond.
In what ways is innovation influencing Maliban’s product development and operational efficiency today?
Fernando: Innovation is no longer an option; it’s a lifeline for long-standing companies like ours operating in a highly competitive FMCG landscape. At Maliban, innovation influences every aspect of our business, from research and development to supply chain management, packaging, and sustainability. The days when a single product line could define success are behind us. Today, consumers, especially the younger generation, demand variety, functional benefits, sustainability, and transparency. In product development, we’ve significantly diversified our portfolio to meet the evolving dietary and lifestyle preferences of our customers.
For instance, our “Less Sugar” range is a direct response to the rising demand for healthier snacking alternatives. We also introduced functional and fortified biscuit variants to address nutritional gaps in various markets. These efforts stem from a strategic blend of consumer insights, health trends, and innovation labs where ideas are rapidly tested and refined.
From an operational standpoint, we are heavily investing in automation and data-driven systems. Our ERP integration has enhanced traceability, inventory control, and cost efficiency.
We’re also exploring Industry 4.0 technologies, including machine learning for demand forecasting and AI-driven quality control. Innovation also plays a crucial role in sustainability, as it enables us to reduce our carbon footprint through the use of energy-efficient machinery, the integration of renewable energy, and eco-friendly packaging initiatives. Ultimately, innovation is what allows Maliban to stay relevant, efficient, and competitive on the global stage.
What strategic considerations are guiding Maliban’s expansion into international markets, and how is the brand being adapted for relevance abroad?
Jayawardena: Maliban’s global expansion is rooted in a strategic vision that balances local adaptability with global scalability. Our approach is multi-pronged: we identify high-growth markets, form strategic alliances, and localise our offerings while preserving the essence of the Maliban brand. A defining moment in this journey was our partnership with Reliance Consumer Products in India. India’s complexity and scale demanded not just a transactional relationship but a deep, strategic collaboration.
What’s especially meaningful is why Reliance chose Maliban over several other suitors: it was a recognition of the world-class quality of Maliban products. We’re not simply an exporter; we’re a manufacturer with a globally benchmarked quality assurance system. From raw material sourcing to final packaging, our standards match or exceed those of the best in the world. That credibility made Maliban the apparent choice for a brand like Reliance, which values excellence and consistency. This same philosophy extends to other regions as well. In Africa, Southeast Asia, and the Middle East, we are cultivating partnerships that offer market insight, operational agility, and brand integration.
Ravi Jayawardena, Group Chief Executive of Maliban Group of Companies
We meticulously tailor our products, modifying taste profiles, pack formats, and even price positioning to align with cultural and economic realities. Compliance with international certifications (Halal, ISO, FSSC) ensures regulatory alignment, while our supply chain is optimised to support scale with speed. Globally, we’re evolving Maliban into a brand with a soul, one that’s not just known for its legacy, but also for its relevance, reliability, and responsibility. Our international story is about more than expansion; it’s about creating a globally resonant brand that still feels intensely local wherever it goes.
How do you maintain brand consistency while integrating modern marketing approaches and engaging younger consumer segments?
Jayawardena: Brand consistency in today’s environment requires both clarity of identity and flexibility in expression. For Maliban, this means holding firm to our legacy pillars—trust, taste, and authenticity—while dynamically engaging with younger, digitally native audiences.
Today’s youth are not just trend followers; they are highly educated, discerning, and wellness-oriented. They seek products that deliver on functional benefits, ethical values, and transparent narratives, all at an accessible price point. They don’t just buy a biscuit; they buy into a value proposition. This has influenced how we market, price, and even design our products. Healthier formulations, clear ingredient labelling, eco-conscious packaging, and affordable innovation are now table stakes for youth relevance.
To bridge generational gaps, we employ a dual-branding approach: a foundational layer that preserves Maliban’s heritage through unified brand guidelines, and an adaptive layer that allows for creative latitude across various platforms. We’ve embraced influencer ecosystems, TikTok trends, gamified brand experiences, and purpose-led storytelling to build conversations, not just campaigns.
Our success lies in making the Maliban brand feel fresh yet familiar. Whether it’s a nostalgic nod to a childhood favourite or a new health-conscious range, we ensure every interaction feels like “Maliban”, just in a language the next generation understands and appreciates.
What internal capabilities have been most critical in helping Maliban respond to disruption and maintain resilience in recent years?
Jayawardena: Resilience isn’t accidental, it’s engineered. At Maliban, our ability to navigate disruption is built on three interconnected capabilities: people, systems, and strategic foresight.
First and foremost, our people have been our foundation. During times of adversity, notably the COVID-19 pandemic, we leaned into our values and prioritised transparent communication, safety, and job security. This created a loyal and driven workforce that stood by us even in the most uncertain times. We also accelerated upskilling and leadership development, equipping our teams to manage complexity with agility.
Secondly, we focused on what we could control. During the COVID-19 pandemic, rather than getting lost in external chaos, we returned to our core strengths: manufacturing, sales, and marketing. We streamlined operations, doubled down on distribution, and maintained our consumer focus with razor-sharp precision. This back-to-basics approach helped us maintain continuity and consumer trust when it mattered most.
Our systems transformation has also played a pivotal role. Over the last few years, we’ve moved from legacy manual systems to advanced digital infrastructure. Our ERP, automated warehousing, and digitised supply chains gave us real-time visibility and control. These tools enabled quick pivots, whether it was re-routing shipments, managing inventory shortages, or launching new e-commerce channels within a matter of hours.
Lastly, foresight and risk preparedness have kept us one step ahead. Whether through strategic stockpiling, alternative sourcing strategies, or early investments in digital commerce, we built buffers and bridges before they were needed. Ultimately, our resilience comes from a mindset of proactive preparation and a culture that embraces change, not as a threat, but as an opportunity to lead.
How do you navigate the tension between preserving legacy values and adapting to contemporary business demands?
Fernando: This is perhaps the most nuanced aspect of leading a heritage brand like Maliban. Our legacy is our greatest strength, but it can also become a constraint if not thoughtfully evolved. At Maliban, we believe legacy and innovation are not opposites; they’re complementary forces. Our legacy values, quality, trust, family, and service, remain non-negotiable. They define who we are. What has changed is how we deliver on those values. For example, our promise of quality is now backed by AI-powered quality control systems, international certifications, and a culture of continuous improvement.
Our commitment to service is reflected in our growing CSR agenda and our role in national food security. Preserving our heritage also means storytelling, reminding people where we came from and why we exist. But that storytelling must be dynamic. We’re now delivering it through digital content, community-led campaigns, and immersive brand experiences that are relevant to today’s consumers. As a leader, I see my role as a bridge, linking the wisdom of the past with the possibilities of the future. It’s not always easy, but when done right, it creates a brand that is timeless and timely, deeply rooted yet boldly relevant.