Ceylon Biscuits Limited (CBL) measures business success by market growth and the positive impact created for communities and industries across Sri Lanka. With a deep-rooted philosophy of care and responsibility, CBL has been a catalyst for change – empowering rural entrepreneurs, supporting the education of the next generation, and driving innovation in the SME sector. Through transformative initiatives like “Senehasin Jayamaga” – a retail SME empower programme, CBL continues to shape a future where business and social progress go hand in hand, creating lasting value for people, the planet, and prosperity.
In this interview, Nalin Karunaratne, Director and Chief Executive Officer of Ceylon Biscuits Limited – a subsidiary of CBL Group and the proud owner of the flagship brand Munchee, highlights how CBL strengthens communities and contributes to national economic resilience.
Given the current economic environment in Sri Lanka and globally, how is CBL navigating these challenges?
As a proud Sri Lankan legacy company with a heritage spanning over six decades, CBL remains steadfast in its commitment to innovation, sustainability, and community development, even amid evolving economic challenges locally and globally. Established in the 1960s with the launch of the Munchee brand, we have grown into a household name synonymous with excellence and trust.
We are optimistic about the country’s current political and economic situation. As a company, we have invested in capacity, seen its future potential, and invested in the best equipment in South Asia.
We have rigorously focused on quality. Today, we are the only biscuit manufacturer in Sri Lanka with the BRCAA+ certification for the highest quality. In response to shifting consumer preferences, we have introduced new, affordable product lines that maintain the high standards of quality and brand integrity synonymous with CBL. By accelerating technology adoption across manufacturing and operations, we’ve enhanced our agility, improved efficiencies, and enabled data-driven decision-making, ensuring we adapt quickly to a dynamic market environment. We have also explored international markets, leveraging export potential to expand our global footprint. This approach balances our domestic and global operations, positioning CBL as a competitive player on the world stage.
Our people are at the heart of our success. Over the past two years, we’ve significantly invested in workforce development, employee support programmes, and internal communication, fostering a motivated and resilient team.
What inspired the Senehasin Jayamaga initiative, and what does it signify for Ceylon Biscuits?
Small and Medium Enterprises (SMEs) are the backbone of Sri Lanka’s economy. According to recent statistics, SMEs in Sri Lanka reportedly account for more than 52% of gross domestic product (GDP) and provide over 45% of domestic employment. While SMEs exhibit a strong entrepreneurial spirit, many lack crucial business management skills, including accounting, marketing, and adapting to changing market needs. Recognizing these gaps, we launched the “Senehasin Jayamaga” initiative to support SMEs in the retail sector by improving their business capabilities and quality of life with the support of the International Finance Corporation (IFC). We’ve seen remarkable progress through training programmes targeting over 10,000 distributors and retailers—including nearly 5,000 women-led businesses. Female-owned distribution businesses increased by 313%, underscoring the program’s success in fostering gender equity and leadership in the SME sector.
Beyond skills training, we focus on intergenerational transition, guiding the next generation to modernize family businesses. One standout story is about a young entrepreneur who transformed his father’s distribution business by integrating technology and innovation, achieving unprecedented growth.
This initiative represents more than corporate responsibility for Ceylon Biscuits—it reflects our dedication to driving sustainable progress and supporting the communities integral to Sri Lanka’s future.
The initiative has achieved remarkable milestones, such as a 313% increase in female-owned distribution businesses. How has this transformed the retail sector in Sri Lanka, and what tangible changes are you witnessing in the lives of these entrepreneurs and their communities?
At the heart of our success lies a foundation of care and commitment that we uphold. We have seen remarkable transformations through the empowerment of individuals with knowledge and resources.
Women entrepreneurs have increasingly played a pivotal role in retail supply chains, significantly enhancing household incomes and achieving financial independence. This shift has also contributed to greater gender diversity within the retail sector, fostering more inclusive leadership throughout distribution networks. Moreover, women-led businesses reinvest in education, local initiatives, and community development, driving broader economic progress. These entrepreneurs have expanded retail access to underserved and rural areas, bridging essential gaps in the market.
A powerful example of our impact is the story of a mother from Ampara, shared as a case study by the UN and RMIT Australia. Overcoming personal tragedy and financial hardship, she transformed her life through our programme and now operates a successful enterprise, supporting her family.
Furthermore, our training programmes have helped modernize Sri Lanka’s retail sector, equipping 220,000 retailers with critical cash flow management, merchandising, and technology integration skills. These efforts have increased turnovers by up to 200%, fostering innovation and growth within the industry.
How do you envision this initiative contributing to CBL’s mission of fostering shared growth and empowering Sri Lanka’s future?
One of our core values is being a caring company, and in CBL, we always say, “Munchee – Api Hadanne Biscuit Witharak Nemei – We are just not a biscuit manufacturer”. In the whole context, we see that the uplifting of our communities fits into our business plans. We worked with IFC for 3 years and continue even though the project is over. Through initiatives like Senehasin Jayamaga, we are scaling our efforts to empower SMEs over the next 3–4 years.
We plan to foster strategic partnerships with government bodies, NGOs, and international organizations to amplify impact and ensure sustainable growth. These efforts are part of CBL’s broader vision for community development. In addition to empowering SMEs, we support schools in nurturing the next generation’s leadership skills, promote child protection awareness with the Sri Lankan police, and develop the most needed facilities for villages and schools.
Through this holistic approach, we reaffirm our vision of shared growth and our dedication to empowering communities while contributing to a brighter future for Sri Lanka.