Sri Lanka’s hospitality industry is entering a new phase. Competition has intensified, travellers are better informed, and technology now shapes almost every aspect of how guests choose, experience, and remember a destination. In this environment, hotels must balance innovation with authenticity while ensuring that growth remains both sustainable and inclusive.
Within this changing landscape, Browns Hotels & Resorts, part of the LOLC Group’s leisure segment, has emerged as one of the sector’s most resilient performers. The group recorded its most profitable year to date, supported by a strategy that combines long-term investment, digital reach, and a strong commitment to community and environmental stewardship.
Amid these shifts, Eksath Wijeratne, Chief Executive Officer of Browns Hotels & Resorts, outlines how the group is adapting to evolving traveller expectations, integrating sustainability into its business model, and navigating the future of Sri Lankan hospitality.
LOLC’s leisure arm recorded its most profitable year. How does this group-level strength empower Browns to innovate and redefine hospitality in Sri Lanka?
In 2010, the LOLC Group, through Browns Investments, expanded into the leisure sector, seeing it as a long-term opportunity to diversify its portfolio and strengthen foreign currency inflows. This strategic approach to leisure remains one of LOLC Group’s key strengths.
Through their vision, we identified Sri Lanka’s most beautiful and strategic locations to develop or acquire properties. We built on that foundation and strengthened what already existed. Access to these prime destinations gave us a strong base to grow from. With that backing, we’ve continued to expand and improve.
Hospitality is never static; it constantly evolves with guest expectations. LOLC Group’s stability allows us to plan ahead rather than react. When exploring new opportunities, we focus on destinations that already attract travellers. In Ella, for example, we identified a century-old tea factory with an exceptional view. Projects like this reflect our growth approach: choose the right location, then design a hotel that meets diverse guest needs.
Traveller expectations have evolved in recent years. As CEO, how are you leading Browns Hotels & Resorts to reimagine the guest experience for the modern traveller?
When we look at guest expectations today, two things stand out for Browns Hotels & Resorts. The first is our rising occupancy levels. The second is the strong base of repeat guests who continue to choose us. Their loyalty shows that we are meeting expectations and continually enhancing what we offer.
We keep adapting to the needs of the modern traveller. This means focusing on wellness, connecting guests with nature, and creating immersive cultural experiences rooted in Sri Lankan hospitality. We’ve also revitalised our food and beverage concepts with à la carte and cocktail menus that blend local authenticity with creative flair.
Travellers today are well informed and have endless choices. To keep them returning, we must deliver service and quality that match the best available anywhere. Hospitality evolves every day, and standing still isn’t an option. Our goal is to keep improving and delivering what modern travellers value.
Digital engagement shapes how guests discover and experience destinations. How are you using technology to enhance visibility, personalisation, and guest satisfaction?
Today, almost every travel decision begins online. Nearly 90% of planning happens through digital research, reviews, and comparisons. Guests already know what to expect before they arrive, so earning genuine positive reviews is essential. They come only from real satisfaction.
This shift has transformed how we connect with travellers. Instead of traditional market visits, we now target a global audience through data-driven digital marketing. We leverage platforms such as Facebook, Instagram, TikTok, YouTube, and Google, along with user-generated content and influencer collaborations, to stay visible and relevant. Guest feedback also plays a crucial role in how we adapt and refine our approach.
Through loyalty programmes and online reviews, we gain a detailed understanding of different market expectations. For example, guests from Europe often seek authenticity, privacy, and cultural experiences, while Asian guests tend to prefer a mix of leisure, comfort, and shorter, activity-packed stays. These insights help us personalise experiences faster and tailor offerings to each segment.
Our efforts have also been recognised through a range of industry accolades, including OTA awards, TripAdvisor Travellers’ Choice Awards, Booking.com, HolidayCheck, Kayak, and International Green Apple Awards for conservation, as well as National Business Excellence Awards and the South Asian Travel Awards. Notably, Club Hotel Dolphin was recognised as the leading all-inclusive resort, while Occidental Beruwala was named the leading beach resort.
Each Browns property runs its sustainability initiatives, involving guests and local communities. Why is that interaction important, and how does it shape your brand?
The days of guests simply coming to relax at an all-inclusive resort are over. Today’s travellers want to connect with people, culture, and the environment. In hospitality, our responsibility goes beyond providing comfort. We must give back to the communities and ecosystems that sustain us.
This belief guides everything we do. Across our properties, we run long-term initiatives such as the Nipa Palm project at Club Hotel Dolphin, the turtle hatchery in Mirissa, and coral and mangrove conservation programmes in Dickwella, Bentota, and Dambulla. In Sigiriya, our community-based honey farming project promotes sustainable livelihoods and incorporates locally harvested honey into our wellness offerings.
We also invest in education and community development. Projects like the Moragalla School upgrade and the Naturalist Training Programme in Sigiriya support local capacity building, while our Management Trainee and FutureKey programmes nurture leadership and provide career opportunities for youth. Sustainability is integral to our business rather than an external commitment. Even a small project matters if it lasts. In Sigiriya, for instance, we helped local artisans revive traditional craft making by providing them space at our hotels to sell their work, supporting both livelihoods and heritage.
As traveller expectations continue to evolve, how must Sri Lanka’s hospitality industry adapt to stay competitive globally?
Sri Lanka’s hospitality industry is driven almost entirely by the private sector, where investment, innovation, and service standards are shaped by competition. That is a strength, but as we grow and wish to remain competitive globally, we need clear regulatory frameworks, standardised practices, and better coordination.
Visitors place immense trust in us. Whether a large operator or a small family business, every stakeholder must ensure guest safety, fair pricing, and ethical operations; trust lost takes years to rebuild. At the same time, tourism must remain sustainable. We cannot exhaust the people, culture, and environment that make Sri Lanka special. Profitability and sustainability must advance together — that balance will define our competitiveness.
To strengthen this position, a global destination marketing campaign for Sri Lanka is essential. It’s not just about increasing the number of visitors; attracting a quality audience matters most. Simply raising visitor numbers without focusing on the right clientele can become a burden rather than a benefit. For a healthy and sustainable industry, Sri Lanka must focus on drawing the right guests who appreciate and invest in the country’s unique experiences.