“If fine brandy and whisky could be perfectly distilled on a large scale, why not arrack?” This idea, introduced by Joseph Boniface Pereira—fondly known as JBM—transformed spirit distillation in the country, a century ago. As the founder of Rockland, Pereira reshaped the industry with his pursuit of perfection.
The journey began in Beruwala in 1924, where Rockland was founded on a philosophy of craftsmanship and passion, believing that products should speak for themselves. Starting with just a handful of workers, Rockland has grown to employ over 500 people across Sri Lanka.
Navigating through numerous challenges, the group, which has been family-run throughout, is built on a set of values meticulously cultivated and honed over the years. Focusing on agility, care, exploration, honesty, and the pursuit of perfection, Rockland has introduced novel concepts in the alco-bev industry. It has become Sri Lanka’s and possibly the world’s first green distillery while continuing to expand its product portfolio to cater to international markets.
Derek de Silva Wijeyeratne, Chairman of Rockland, and Amal de Silva Wijeyeratne, Group Managing Director, share their insights into how these values have shaped the company’s journey.
The foundation of integrity and credibility
Derek de Silva Wijeyeratne recalls a pivotal lesson from his father Carl de Silva Wijeyeratne – nephew of JBM Pereira, who was instrumental in driving Rockland’s expansion: “Never tell a lie.” This simple yet profound advice has become a cornerstone of Rockland’s culture. “If a leader loses their credibility, they cannot run a company effectively,” Derek explains. This principle of honesty and integrity has permeated every aspect of the company’s operations, from the way they treat their employees to the quality of their products.
Rockland has faced numerous challenges, reorienting its strategy each time. From the Great Depression and World War II to the closed economy of the ’70s, a fire in 1989, the 2004 tsunami, and the devastating 2016 floods—each event has tested the company’s resilience, only to bounce back stronger each time. Derek’s belief that “if we are genuinely trying to run our enterprise with integrity and commitment, you’re helped by a force, and you come out of it”. This speaks to the deep-seated values that have guided Rockland through tough times.
Keeping employee wellbeing at the forefront, Derek noted that even before the EPF Act came into being, his father Carl de Silva Wijeyeratne established the ‘benevolent fund,’ ensuring that employees had savings long after they retired. This demonstrates a commitment to the well-being of employees that continues to this day.
Now spearheaded by the fourth-generation family members, his sons, Amal and Devinda de Silva Wijeyeratne, the company continues to treat employees like family. This approach is deeply engrained in their leadership style.
“There is a cliché that you must command respect – this is a misconception. Respect must be earned, this builds for an even greater foundation,” says Derek.
The evolution of leadership at Rockland: from tradition to modernity
When Amal de Silva Wijeyeratne, Managing Director of Rockland, began his journey with the group in his early 20s, he did so by shadowing his father and learning on the job for a brief period. He then left for the UK to continue his higher studies and pursue a career in management consultancy, returning in 2005 to take the helm of Rockland Group.
“The idea of shadowing—sitting beside him so that you hear how he handles things and thinks about them—was instrumental for me. Even today, our office layout is set up in a way that the senior management or I can say, ‘Come and sit next to us and shadow us.’”
Moving away from cubicle seating to an open floor concept to improve efficiency and promote an equal working environment, Rockland’s office interiors emulate those of a cutting-edge IT firm where everyone is given the same desk and drawers. Amal believed this was necessary to enhance collaboration and foster a sense of teamwork.
The group also shifted gears to empower women in leadership positions. With 40% of the leadership constituting women who hold 70% of the power, highlights the evolving culture of this century-old company. “I have always been a fan of King Arthur and the Knights of the Round Table. This is how our board table is designed, where everyone in the leadership is seen as equal.”
Economic contributions and community engagement
Rockland has long been a cornerstone of the Sri Lankan economy. With an unblemished tax record for a century, the group pays four times more tax revenue than the largest public listed company in Sri Lanka.
“While we are one of the largest taxpayers in the country, our economic contributions go beyond this. We also work closely with various cottage industries to preserve Sri Lanka’s cultural heritage and traditional crafts,” says Amal.
By maintaining their own coconut estates, Rockland has kept the dying art of toddy tapping alive, ensuring toddy tappers continue their work while supporting a village where local women produce thousands of clay pots used for toddy collection. The group also employs the last remaining cooper, who crafts the vats and barrels essential for their distillery.
Rockland’s commitment to sustainability and environmental stewardship also extends to Olu Tropical Water, a natural mineral water sourced from Sri Lanka’s cloud forests, which comes in glass bottles, eliminating the use of plastic completely.
As a Sri Lankan company, the group understands the importance of protecting environmental resources and has spearheaded several projects, including forest and ocean conservation, as well as initiatives to preserve the leopard and elephant populations through its brands.
These efforts highlight Rockland’s deep connection to the environment and local community, underscoring its role in preserving and promoting Sri Lanka’s rich traditions.
“We are focused on reducing our carbon footprint in our operations. From establishing Sri Lanka’s first green distillery to eliminating PET, we do not view sustainability initiatives as merely checking a box; it is inherently ingrained in our organizational DNA.”
Generational Wisdom and Leadership Transitions at Rockland
As Rockland celebrates its 100th year, the question arises: what kind of legacy does the company want to leave for future generations? The Chairman is clear that perpetuating names isn’t the goal. Instead, it’s about upholding values like excellence, caring for people and the environment, and crafting unique Sri Lankan brands that the group can be proud of both locally and internationally. He acknowledges that perfection is unattainable, but striving for it remains essential.
“Legacy is something we really don’t want to focus on. My father didn’t need to, nor do I, to perpetuate names.”
Amal, representing the next generation, echoes these sentiments and goes on to say that “There’s an unwritten tradition in our family: fail not the honour bestowed on you. Honour it, respect it, and do your best. The continuous search for excellence goes on.”
Derek de Silva Wijeyeratne, reflecting on his own experience, adds, “When I succeeded my father, he told me, ‘I will not interfere in your work. You make all the decisions.’ That’s exactly what I told Amal. I don’t interfere, but I stay informed”
Amal concludes, “I was given full responsibility for the company, just like my grandfather handed complete responsibility to my father. That’s been part of our success.”
Looking to the future, Amal envisions Rockland expanding globally, transforming from a spirits company into a broader drinks company. This vision promises to be beneficial for Sri Lanka’s economy and highlights Rockland’s commitment to innovation and growth.
“It will be brilliant for Sri Lanka and beneficial for our economy. We see Rockland as not just a spirits company but one which is committed to innovation and growth, with many exciting plans for the future.”